Hudson Comprehensive Plan Steering Committee Meeting - CANCELLED

HUDSON COMPREHENSIVE PLAN STEERING COMMITTEE CITY OF HUDSON, WISCONSIN Monday, June 1, 2020 1:00 p.m. Virtual Zoom Meeting To access the meeting please use the link or phone number below. If you cannot access the meeting via the methods below, or need any special accommodations, please contact Aaron Reeves at 715-716-5741 or areeves@hudsonwi.gov. Join Zoom Meeting: https://us02web.zoom.us/j/85771570659?pwd=OUZqRW4zWFNpNUEwU1ZMU3hHb0Q4QT09 Meeting ID: 857 7157 0659 Password: 675223 Call-in Phone Number: 312-626-6799 AGENDA (Click on agenda items highlighted in blue to access documents related to that item) 1. Call to Order 2. Discussion and possible action on the May 4, 2020 meeting minutes. 3. New Business A. Discussion on Community Survey Results B. Discussion on Drafted Comprehensive Plan Chapters 4. Communications and Items for Future Agendas 5. Adjournment Posted to City of Hudson’s website and emailed to Star Observer on 5/29/2020 REGULAR MEETING OF THE COMPREHENSIVE PLAN STEERING COMMITTEE CITY OF HUDSON Monday, May 4, 2020 Page 1 The Hudson Comprehensive Plan Steering Committee meeting was called to order by Johnson at 1:03 p.m. PRESENT. Rich O’Connor (joined at 1:20pm), Fred Yoerg, Tiffany Weiss, Michael Mroz, Michael Johnson, Aaron Reeves, and Jim Webber. ABSENT. None. OTHERS PRESENT. Brea Grace and Nate Day. Discussion and possible action on April 13, 2020 meeting minutes. Motion by Webber, seconded by Yoerg to approve the minutes of the April 13, 2020 Comprehensive Plan Steering Committee. All Ayes (6). Motion Carried. UNFINISHED BUSINESS. None. NEW BUSINESS. Discussion on Community Survey Results. Grace summarized what staff and SEH have done since the last meeting to provide further public outreach ot residents. Weiss noted that, in relation to the postcard mailing that went out, there was a note on the postcard that gave residents the option to request hardcopies of the survey to be mailed to them. So far, staff had received 4 requests for surveys to be mailed. Staff is expecting more requests to come in throughout the week. Mroz requested that staff provide hard copies of the surveys or bookmarks at the polls during the following week’s elections. Discussion on Drafted Comprehensive Plan Chapters. Grace noted that SEH is gathering further background information via data analysis and that although goals and policies are mentioned in each of the sections, this information will need to be refined over time through feedback received at the Public Involvement Meetings. Johnson asked what things stood out to SEH in comparison to other communities. Grace noted that renter occupied vs owner occupied ratios were different from other communities and told an interesting story themselves. Yoerg added that new homeowners are probably partly renting out their units to others to offset the mortgage costs. Yoerg noted that the comp plan steering committee should now try to answer the question ‘How do we accommodate people on the lower end of the scale when developers says they can’t afford to build cheaper homes?’ Webber inquired if there would be a possibility to incorporate United Way’s ALICE Project criteria of housing affordability rankings into the report. ALICE is an acronym that stands for ‘Asset’ ‘Limited’ REGULAR MEETING OF THE COMPREHENSIVE PLAN STEERING COMMITTEE CITY OF HUDSON Monday, May 4, 2020 Page 2 ‘Income Constrained’ and ‘Employed’. Several states are implementing the ranking system, Wisconsin being one of the more recent to join the project. Grace said it could certainly be considered as an inclusion into the drafted chapter. Yoerg noted the old Lighthouse Plat that required some Habitat for Humanity housing and asked what the possibility of implementing that in other places around the city would be. Reeves remarked that developers are pushing back against affordable housing requirements and inclusionary zoning (notably in the Minneapolis/Twin Cities region) and said it mainly comes down to ‘what’s the incentive to give back from the city’s standpoint?’ What will the city give in return for requiring developers to build affordable housing (e.g. flexibility in parking or green space requirements) to make it more appealing? Weiss inquired if the drafted chapters would be put up on the comprehensive plan project website for residents to review and provide feedback and Grace answered “Yes, they will be uploaded to the project website once the Steering Committee has given a good thorough review of the chapters.” Johnson moved the discussion forward from Housing to Transportation. Day explained that SEH used the 2009 Comprehensive Plan to provide a short summary of existing conditions. He also noted that cities nowadays seem to be striving more toward multi-modal and complete street transportation systems, and so SEH would be putting more focus on that in the goals and recommendations section of the chapter. Yoerg inquired about traffic alleviation proposals (such as connecting streets to one another by using current infrastructure that exists rather than building new roads, especially in situations where it is not necessary so that the City can save money) by moving traffic from higher traffic count roads to lower traffic count roads. On that note, Webber expressed concerns about traffic being deviated from Carmichael Road through the Stonepine Neighborhood (since the neighborhood roads have lower speeds than Carmichael Road). Day inquired if anything else should be added to the transportation report and Johnson noted that the Bicycle and Pedestrian Master Plan (currently being drafted by city staff) should be cited in the comprehensive plan to provide an overall comprehensive look at transportation in the city. Discussion was moved to the Community Facilities drafted chapter. Grace noted that the section requires some work and that any questions or comments should be sent to Weiss who will forward the message to Grace. Johnson requested that a City Hall reconstruction be included in this section as that is foreseen on the horizon. Webber requested that the public safety/fire hall bit be rewritten as it contained outdated information about the current location of the fire station. Johnson, Weiss, and Grace will continue making edits on the Community Facilities section. Further discussion was held regarding the school system wherein Johnson requested a graphic be included that describes enrollment over time in the school district. Discussion moved on to the parks system where Webber noted that the Bicycle and Pedestrian Master Plan be cited for this section too. REGULAR MEETING OF THE COMPREHENSIVE PLAN STEERING COMMITTEE CITY OF HUDSON Monday, May 4, 2020 Page 3 Grace moved the discussion for this item to it’s closing statements, noting that the healthcare/childcare/senior living facilities section does not have any proposed goals/objectives/policies yet. Discussion on Public Involvement Workshop #2. Discussion was held that the public involvement meeting, originally scheduled for May 28th, would be postponed to a later date due to COVID-19 concerns. Said later date will be discussed with committee members prior to scheduling. COMMUNICATIONS AND ITEMS FOR FUTURE AGENDAS. Johnson requested that Committee members provide any further comments about the drafted chapters be submitted to staff within the next couple of weeks before SEH submits the drafts to the comprehensive plan project website for public viewing. Next meeting date was scheduled for Monday, June 1, 2020 at 1:00 p.m. ADJOURNMENT. Motion by Mroz, seconded by Yoerg to adjourn at 2:07 p.m. All Ayes (7). Motion Carried. Respectfully submitted, Tiffany Weiss, Acting Secretary 505 Third Street Hudson, Wisconsin 54016 ph: (715)-386-4765 fx: (715)386-3385 www.ci.hudson.wi.us TO: Hudson Comprehensive Plan Steering Committee FROM: Community Development DATE: 1 June 2020 SUBJECT: Discussion on Community Survey Results BACKGROUND: Brea Grace will provide a summary of the Community Survey Results received by the City and POLCO between November 2019 and May 2020. ATTACHMENTS: None Prepared by: Tiffany Weiss, Associate City Planner Through: Mike Johnson, AICP, Community Development Director 505 Third Street Hudson, Wisconsin 54016 ph: (715)-386-4765 fx: (715)386-3385 www.ci.hudson.wi.us TO: Hudson Comprehensive Plan Steering Committee FROM: Community Development DATE: 1 June 2020 SUBJECT: Discussion on Drafted Comprehensive Plan Chapters BACKGROUND: The attached document is a snapshot of the preliminary draft Comprehensive Plan. There are sections of the Plan that: - Still have holes to be filled; - Information/details to be gathered; - Community input to be added and goals, policies, objectives to be influenced by the community survey and future outreach activities; - Priority items to be included/emphasized; and - Goals, objectives, policies to be reviewed and refined. This draft of the Comprehensive Plan does not include the Land Use or Implementation Elements. We are still working on those chapters. This draft does offer data, background information, and some recommendations that are ready for early review. In parallel to the Steering Committee's review, our team is continuing their review and edits on this draft. If there are topics not covered or not covered with enough detail, we would appreciate this feedback from the Committee. Pictures and maps will be added to the plan in the future; however, we have been focusing on content first. Most importantly this draft is dynamic and will be modified based on public input. We have not yet fully compiled the results from the Community Survey. Once we review and understand this input from the public, we will make recommendations to the Steering Committee about additions to this draft in response to the community's vision and input. The results from the Community Survey will be compiled and available for Committee discussion at the July meeting. ATTACHMENTS: Hudson Comprehensive Plan Draft Prepared by: Tiffany Weiss, Associate City Planner Through: Mike Johnson, AICP, Community Development Director Part Two 2040 Comprehensive Plan - 05/28/2020 Draft City of Hudson, WI Draft 152551 | May 28, 2020 PART TWO 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 1 Contents 1 Introduction 1.1 Background……………… .......................................................................................... 1-1 1.2 Regional Context ....................................................................................................... 1-1 1.3 Past Planning Efforts.................................................................................................. 1-3 1.4 Scope of the 2020-2040 Comprehensive Plan Update .............................................. 1-4 1.5 Planning Process and Public Input ............................................................................ 1-5 2 Issues and Opportunities Element 2.1 Introduction….. ........................................................................................................... 2-1 2.2 Vision Statement ........................................................................................................ 2-1 2.3 Public Involvement ..................................................................................................... 2-1 2.4 Population and Demographics ................................................................................... 2-5 2.5 Municipal Growth in Equalized Value ....................................................................... 2-20 3 Housing Element 3.1 Introduction ……. ....................................................................................................... 3-1 3.2 Existing Conditions .................................................................................................... 3-1 3.3 Assessment of Future Conditions .............................................................................. 3-7 3.4 Housing Programs ................................................................................................... 3-10 3.5 Goal, Objectives, Policies ........................................................................................ 3-11 4 Transportation Element 4.1 Introduction……. ........................................................................................................ 4-1 4.2 Background Data / Existing Conditions ...................................................................... 4-1 4.3 Carmichael Road Corridor Study ............................................................................... 4-8 4.4 Relationship to State and Regional Transportation Plans .......................................... 4-9 4.5 Assessment of Future Needs ................................................................................... 4-11 4.6 Potential Funding Sources for Transportation .......................................................... 4-12 4.7 Goals, Objectives, and Policies ................................................................................ 4-13 5 Utilities and Community Facilities Element 5.1 Introduction……. ........................................................................................................ 5-1 5.2 Existing Conditions .................................................................................................... 5-1 5.3 Assessment of Future Needs ................................................................................... 5-22 5.4 Potential Funding Sources for Utilities / Community Facilities ................................. 5-22 5.5 Goals, Objectives, and Policies ................................................................................ 5-24 PART TWO 2040 COMPREHENSIVE PLAN - 05/28/2020 DRAFT2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 2 6 Agricultural, Natural, and Cultural Resources Element 6.1 Introduction…….. ....................................................................................................... 6-1 6.2 Agricultural Resources ............................................................................................... 6-1 6.3 Natural Resources ..................................................................................................... 6-1 6.4 Cultural Resources .................................................................................................... 6-9 6.5 Existing Agricultural, Natural and Cultural Programs ............................................... 6-10 6.6 Assessment of Future Needs ................................................................................... 6-11 6.7 Goals, Objectives, and Policies ................................................................................ 6-12 7 Economic Development Element 7.1 Introduction…… ......................................................................................................... 7-1 7.2 Background Data / Existing Conditions ...................................................................... 7-1 7.3 Assessment of Future Needs ..................................................................................... 7-2 7.4 Local Plans and Programs ......................................................................................... 7-5 7.5 Goals, Objectives, and Policies .................................................................................. 7-8 8 Intergovernmental Cooperation Element 8.1 Introduction…… ......................................................................................................... 8-1 8.2 Existing Intergovernmental Agreements and Partnerships ........................................ 8-2 8.3 Opportunities for Collaboration .................................................................................. 8-5 8.4 Goals, Objectives, and Policies .................................................................................. 8-5 9 Land Use Element 9.1 Introduction…. ............................................................................................................ 9-1 9.2 Land Use Survey ......................................................................................................... 9- 9.3 Existing Land Uses and 2040 Recommended Land Use Plan ..................................... 9- 9.4 Land Demand and Prices ............................................................................................. 9- 9.5 Land Use Projections / Future Land Use Districts ........................................................ 9- 9.6 Goals, Objectives, and Policies .................................................................................... 9- 10 Implementation Element 10.1 Introduction……… ................................................................................................... 10-1 10.2 Action Plan……. ......................................................................................................... 10- 10.3 Plan Integration and Consistency .............................................................................. 10- 10.4 Plan Monitoring and Evaluation ................................................................................. 10- 10.5 Plan Amendments and Updates ................................................................................ 10- PART TWO 2040 COMPREHENSIVE PLAN - 05/28/2020 DRAFT2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3 Appendices Appendix A - 2040 Recommended Land Use Plan Appendix B - Public Participation Plan Appendix C - City of Hudson Comprehensive Plan Adoption Documents Appendix D - Public Involvement Workshop #1 Results – November 2019 Appendix E - Hot Air Affair Public Engagement Results – February 2019 Appendix F - Community Survey Results – June 2020 Appendix G – Public Involvement Workshop #2 Results 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 1-1 1 Introduction 1.1 Background Settlement in the area known as Willow River began in 1840. In 1852, Willow River was renamed Hudson. During the 1850s and 1860s, prime forest lands were opened for lumbering a nd large numbers of settlers migrated to the City to work in its growing logging industry. In 1872, 17 logging companies existed in Hudson. By 1881, important railroad infrastructure, establishing connection between Chicago and the Twin Cities, passed through the City. With the coming of the railroad, the age of the riverboat transport on the St. Croix River ended. Adjacent to Hudson, the federally protected St. Croix National Scenic Riverway was established due to its natural beauty in 1972. The population of Hudson has significantly increased in recent decades. Hudson’s estimated population is 14,094 (Wisconsin Department of Administration, 2019). The City’s proximity to Minneapolis-St. Paul, Minnesota has contributed to its population growth. Hudson has also grown as a tourist destination with its historic downtown on the St. Croix River. Today, main automobile transportation routes passing through the community include U.S. Interstate Highway 94 (I-94), U.S. Highway 12 (USH 12), Wisconsin State Highway 35 (STH 35), and Carmichael Road. USH 12 once crossed the St. Croix River with a toll bridge between Wisconsin and Minnesota, but was removed with the construction of I-94. Reuse of the long causeway which extends to the former bridge location is now a public walkway and a feature of Hudson’s transformed waterfront. Hudson’s location on the St. Croix River maintains its importance to the community’s identit y, as residents, business and visitors all enjoy shopping, conducting business, eating, and recreating in Hudson’s historic downtown, along the shores of the St. Croix. 1.2 Regional Center The City of Hudson serves as the seat of St. Croix County, located on the eastern shores of the St. Croix River. I-94 bisects the City of Hudson and is a major thoroughfare between traffic and commerce in Wisconsin and Minnesota. The Twin Cities are located just 30 minutes west of Hudson. The City of Hudson is set along the banks of the St. Croix River and offers opportunities for year- round outdoor recreation. Recently, Hudson has become a regional destination for the arts, dining, and shopping. Willow River State Park’s waterfalls and trails, Phipps Center for the Arts, a plethora of eclectic shops in the historic downtown, local wineries, and boat launches are popular attractions for residents and visitors. Events such as Plein Air Hudson, Spirit of St. Croix Art Festival, Hudson Food Walk, and the Hudson Hot Air Affair balloon festival garner substantial regional attention as well. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 1-2 Figure 1 – Hudson’s Location in Western Wisconsin 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 1-3 1.3 Past Planning Efforts The City of Hudson’s current Comprehensive Plan was adopted in 2009. The purpose of this planning document was to provide guidance related to land use, housing, transportation, economic development and urban design. Primary implementation items included: • Extraterritorial Planning: Create a voluntary annexation checklist, discuss the City’s extraterritorial planning authority with nearby jurisdictions, develop premature subdivision standards, and incorporate ghost platting requirements as part of primary plat applications. • Corridor Planning: Identify key corridors for further planning, consider form based codes for key corridors, consider mixed use development at larger densities through density bonuses at key intersections, and consider design guidelines for major corridors. • Parking: Conduct a downtown parking forum, undertake a parking study for the downtown area, and adopt parking standards for the downtown area. • Economic Development: Conduct an employment and mentorship forum, promote programs which seek employment opportunities for older adults looking for work, continue to develop public-private partnerships. • Housing: Support efforts of private and non-profit organizations to address the needs of all income levels, age groups, and persons with special needs in the development of housing within Hudson. Increase the supply of alternative housing opportunities to serve residents of all ages. Promote the preservation and rehabilitation of the existing housi ng stock. • Transportation: Collaborate with state, local, and regional transit authorities to maintain and enhance transportation facilities throughout the region. Balance environmental factors with transportation needs and desired land uses as identified in Comprehensive Plan. Support efforts to expand walking, bicycling, transit, and other modes of transportation. • Utilities & Community Facilities: Utility improvements shall balance environmental factors with the need to rehabilitate and expand services. Communicate with area school districts to discuss issues associated with growth and development as it relates to potential changes in student enrollment. • Plan Updates: Annual review and update of the Comprehensive Plan, strategic planning within 8 districts, updating city ordinance to ensure consistency with the Comprehensive Plan. Additional municipal planning processes and studies have been completed, which have influenced the City of Hudson’s community vision and policies for implementation. These documents include the following and have influenced the 2040 Comprehensive Plan: o Downtown Hudson 2005 Parking Survey: Comprehensive Report (UWRF)(2005) o 2010-2030 West Central Wisconsin Regional Plan Commission’s Comprehensive Plan (2010) o City of Hudson Outdoor Recreation Plan 2015-2020 (2015) 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 1-4 o St. Croix County: 2014-2015 Bicycling and Pedestrian Survey and Safe Routes to School Survey Report (UWRF) (2015) o Bike and Pedestrian Plan - City staff and Bike Ped Advisory are in the process of creating a new Master Bike and Pedestrian Plan for Hudson in 2019 o City of Hudson Downtown Parking Study (2017) o St. Croix County’s Master Bike and Pedestrian Plan (2017) o St. Croix County’s Transit Feasibility Study (2017) o City of Hudson’s Carmichael Road Corridor Study (2018) o St. Croix County Parks and Recreation Survey Report (UWRF) (2018) o Waterfront Vision Study (2018) o City of Hudson Future Capital Improvements Projects Spreadsheet (approved 12- 2018) o St. Croix County’s 2018-2023 All Hazard Mitigation Plan Wisconsin Statute 66.1001 requires that local government comprehensive plans be updated at least once every ten years. In response to this deadline and in light of Hudson’s growing population, the City of Hudson has initiated this update to its Comprehensive Plan. This Comprehensive Plan update will expand upon past planning efforts and include updated Land Use Recommendations for the 2020 through 2040 planning horizon. 1.4 Scope of the 2020-2040 Comprehensive Plan Update A comprehensive plan is a local government’s guide to its community’s physical, social, and economic development. A comprehensive plan provides a rational basis for local land use decisions with a future vision in mind for planning and community decisions. According to Wisconsin Statutes, comprehensive plans shall be made with the general purpose of guiding and accomplishing a coordinated, adjusted, and harmonious development of the community. In accordance with existing and future needs, comprehensive plans will promote public health, safety, and general welfare of the entire community. Wisconsin Statutes require that zoning, official mapping, and subdivision regulations be consistent with a municipal comprehensive plan. Wisconsin Statutes also identify that nine elements of a comprehensive plan must be addressed within the document which are as follows: A. Issues and Opportunities B. Housing C. Transportation D. Utilities and Community Facilities E. Agricultural, Natural and Cultural Resources F. Economic Development G. Intergovernmental Cooperation H. Land Use I. Implementation The City of Hudson partnered with Short Elliott Hendrickson, Inc. (SEH) for the 2020- 2040 Comprehensive Plan Update (referred to in this document as the Comprehensive Plan). It is a 10-year update to the City’s current Comprehensive Plan. The Comprehensive Plan is being prepared through the guidance of the City’s Comprehensive Plan Steering Committee. This group represents a wide range of individuals, with the purpose of ensuring that public involvement is a key component of this planning process. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 1-5 The purpose of this Plan is to establish a framework for the City to help guide its growth and development through the 2040 planning horizon. 1.5 Planning Process and Public Input The City of Hudson is committed to an open public involvement and outreach program that invites participation in the decision-making process from all City residents. The City engaged the community at all phases in the development of land use planning related items that are discussed in the Comprehensive Plan. The City conducted a community-wide survey and hosted workshops to gather public input. Additionally, all Comprehensive Plan Steering Committee and Plan Commission meetings were open to the public and meeting notices were advertised in advance. As a result of this participation, the City has developed a vision for Hudson in 2040, as well as goals and objectives which identify incremental steps towards achieving that vision. Additional information about the community survey and public workshops is found in Section 2: Issues and Opportunities Element. 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 2-1 2 Issues and Opportunities Element 2.1 Introduction The Issues and Opportunities Element section is designed to be the primary source of background information for the Comprehensive Plan. This element will be referred to throughout the document and much of the information contained in the Issues and Opportunities Element section will be utilized when considering goals, objectives, and policies for the Plan. 2.2 Hudson’s Values and Vision Based on the public input received throughout this planning process, a vision statement has been created for the City of Hudson for 2040, serving as a guide for the community for the next 20 years. The City of Hudson’s core community values explain the basis for the community’s vision. [to be developed based on feedback from the community survey] The vision for Hudson in 2040 is rooted in these values and desire to plan for Hudson’s future. Our vision statement is: [to be developed based on feedback from the community survey] 2.3 Public Involvement Early in this process, the City of Hudson identified public participation as a critical component of this Comprehensive Plan update. The City outlined its public engagement strategy in a Public Participation Plan which was adopted by the City Plan Commission and City Council in October 2019. The adopted Public Participation Plan and associated Resolution is found in Appendix B. To inform the update of the Comprehensive Plan, the City: • C onducted a Community-Wide Survey • H osted an initial Public Involvement Workshop #1 to listen to the ideas and concerns of Hudson’s residents, business owners and stakeholders. • Public engagement at the Hot Air Affair Each of these public involvement efforts provided unique insights which helped to guide development of the Comprehensive Plan update. 2.3.1 Community Survey In November 2019 the City of Hudson requested community participation through a city-wide survey to help inform the 2040 Comprehensive Plan efforts. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-2 A press release was issued by the City on November 1, 2019 and April 23, 2020 inviting community members to take the community survey. A story was published in the River Towns newspaper on October 21, 2019 and was posted on their website. A postcard encouraging participation was mailed to City residents - property owners and renters pulled from City water and sanitary sewer utility billing records, in November 2019 and again in April 2020. In total, ___ surveys were completed. Considering the City’s estimated ___ residential households, approximately 8% of all households completed the community survey. The survey was available between November 1, 2019, and May 25, 2020. Community members were encouraged to complete the online version of the survey; however, paper copies were available at Hudson City Hall, the Utility Department, and the Public Library. A paper copy was mailed to those who requested one. Survey results indicate that… [to be completed] 2.3.2 Public Involvement Workshop #1 The first Public Involvement Workshop (PIW #1) for the Comprehensive Plan took place early in the process on November 21, 2019. The goal of the meeting was to introduce the planning process, lay out the project schedule and scope of the project, and gather initial input from community members and City stakeholders. The meeting included two input exercises. General comment forms were also provided for additional questions and comments. The first input exercise was a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. For this exercise, meeting attendees were encouraged to identify existing strengths, weaknesses, opportunities, and threats to the City of Hudson, and write their ideas on boards provided at the meeting. This was an important exercise for identifying the community’s likes and dislikes, values the community would like to preserve, and areas to improve while planning for the future. Themes that were brought up for discussion during the exercise included: • Strengths: o Great schools, public library, YMCA o St. Croix riverfront, o Historic downtown, o Unique community character/ sense of place, and o Financially sound. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-3 • Weaknesses: o Lack of affordable housing o Lack of transit options o Reactive to new development • Opportunities: o St. Croix riverfront o Planned growth o Public engagement in new development o Green energy o Inclusive community • Threats: o Low density housing and cost of municipal services implications o Traffic o Unplanned future growth o St. Croix River water quality o Climate crisis o Diked Road stability o Loss of small town feel The full results from PIW #1 including the SWOT Analysis are documented in Appendix D. The second input exercise was a Place-Making exercise to help develop a 20-year vision for the City. The place-making exercise identified where great spaces exist or could be strengthened or established. Great spaces are defined by the Project for Public Spaces as places where celebrations are held, social and economic exchanges take place, friends run into each other, and cultures mix. They are the “front porches” of our communities— streets, libraries, field houses, parks, neighborhood schools— and other places where we interact with each other. The attendees also discussed what makes some places succeed while others fail. The Project for Public Spaces has found that successful places have four components: they are soc iable; they have people engaged in activities; they are comfortable and have a good image; and they are accessible. These places are where people meet each other and take people when they come to visit. In small groups, workshop participants were asked to respond to and discuss these four components. 1. What would make Hudson a more sociable place? 2. What types of uses and activities would make Hudson a better place? 3. What would improve the comfort and image of Hudson? 4. What types of links and connections would make Hudson more accessible? Themes that emerged from the Sociability category include: • Welcoming community • Improved communications, events calendar, push emails, social media • Trail connectivity to destinations, micro-parks, winter gathering place • Parks amenities (water, bathrooms, selfie-stations, informational kiosks) • Events (music/movies in the park, parades, community events, neighborhood activities, winter events) • Event/ convention center, baseball stadium, farmers market • Affordable housing throughout the community • Public transportation Themes that emerged from the Uses and Activities category include: 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-4 • Public transit • Water access, boating amenities, regatta, lakefront improvements • Splash pad, public water features, ball park, small zoo • Community center, senior center, curling club • Event/convention center, farmer’s market • Bike trails • Affordable housing Themes that emerged from the Comfort and Image category include: • Universal design (all abilities, age-in-place) • Welcoming community • Emphasis on St. Croix River (sight line restrictions, community character) • Downtown preservation and enhancement • Senior housing options • Sidewalk networks, more park amenities • Renewable and green energy • Risk assessment on weather changes from climate change • Stormwater management Themes that emerged from the Access and Linkages category include: • Public transportation, within city and to other WI communities • Electric vehicle charging • Water trails, river access (motorized and non-motorized), public docking • Expanded bike network and rentals • City wide Wi-Fi access • Local media coverage of Wisconsin Detailed results from PIW #1 including the Place-Making exercise are found in Appendix D. 2.3.3 Hot Air Affair Public Engagement On February 8, 2020 the City of Hudson hosted a public engagement activity at the Hot Air Affair balloon festival. A booth focused on the City’s Comprehensive Plan Update was set up in the E.P. Rock Elementary School between the cafeteria and marketplace. Thousands of people attended the hot air balloon festival, both visitors to Hudson and residents. At very minimum, the booth provided advertisement to these individuals about the Comprehensive Plan update. Of the total festival attendees, hundreds of people stopped and engaged in discussions and activities , which were set-up at the booth, and provided valuable insights into the vision, values, and goals that Hudson residents, employees, and/or visitors hold. The booth and activities were set up to first inform the public about the process of this 20 -year update to the City’s Comprehensive Plan. Secondarily, participants were asked to complete two engagement exercises: a “One Thing” Exercise and a Map Focus Area Exercise. The “One Thing” Exercise asked participants to write a brief response to two questions on large poster boards. The questions were: • What is one thing about Hudson that should not change? • If you could change one thing in the City of Hudson, what would it be? The Map Focus Area Exercise asked participants to place a numbered sticker on the map to identify areas they think the Comprehensive Plan should focus on. Then the participants wrote 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-5 the sticker number and their comments on sheet to describe why that area should receive focus or what the needs are of that area. Participants were also encouraged to share their opinions about Hudson’s future with City staff, elected officials and consultant team who were facilitating the exercises. Results from the exercises conducted at the Hot Air Affair are documented in Appendix E. 2.3.4 Public Involvement Workshop #2 2.4 Population and Demographics This section will review data and other available information about the City of Hudson’s residents and business, to help us understand existing conditions and projections for the future. 2.4.1 Population The Wisconsin Department of Administration (DOA) estimates that the January 1, 2019, population estimate of the City of Hudson was 14,094. Historically, the City of Hudson has been gaining population every decade. In the decades ahead, the City’s population is anticipated to continually grow. Figure 2-1 – City of Hudson, Population (1970-2019) Comparing the City of Hudson’s population change to that of adjacent communities, population increases have also been occurring in the past five decades. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-6 Table 2-1 – Historic Change in Population (1970-2019) Table 2-2 – Population, Percent Change (1970-2019) M unicip ality 1970 Census 1980 Census 1990 Census 2000 Census 2010 Census Final 1/1/2019 E stimate T. Hudson 925 2, 012 3,692 6,213 8,461 8,719 T. Troy 1,517 2,326 2,850 3,661 4,705 5,379 V. North Hudson 1,547 2,218 3,101 3,463 3,768 3,824 V. Roberts 484 833 1,043 969 1,651 1,753 C. Hudson 5,049 5,434 6,378 8,775 12,719 14,094 C. Riv er Falls 7,238 9,019 10,610 12,560 15,000 15,835 Source: Demographic Services Center, Wisconsin Department of Administration M unicip ality 1970-1980 Census % Chanage 1980-1990 Census % Chanage 1990-2000 Census % Chanage 2000-2010 Census % Chanage 2010 Census - 2019 E stimate % Chanage T. Hudson 118% 83% 68% 36% 3% T . Troy 53% 23% 28% 29% 14% V. North Hudson 43% 40% 12% 9% 1% V. Roberts 72% 25% -7% 70% 6% C. Hudson 8% 17% 38% 45% 11% C. Riv er Falls 25% 18% 18% 19% 6% Source: Demographic Services Center, Wisconsin Department of Administration 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-7 Figure 2-2 – Population, Percent Change (1970-2019) -20% 0% 20% 40% 60% 80% 100% 120% 140% 1970-1980 Census % Chanage 1980-1990 Census % Chanage 1990-2000 Census % Chanage 2000-2010 Census % Chanage 2010 Census - 2019 Estimate % Chanage Population, Percent Change (1970-2019) T. Hudson St. Croix T. Troy St. Croix V. North Hudson St. Croix V. Roberts St. Croix 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-8 M unicip ality 2020 Projection 2025 Projection 2030 Projection 2035 Projection 2040 Projection T Hudson 9,820 10,660 11,470 12,010 12,410 T Troy 5,400 5,805 6,185 6,425 6,590 V North Hudson 4,030 4,175 4,300 4,325 4,305 V Roberts 1,890 2,045 2,195 2,290 2,360 C Hudson 15,650 17,260 18,810 19,920 20,780 C Riv er Falls 16,175 16,905 17,540 17,850 18,105 Source: Demographic Services Center, Wisconsin Department of Administration 2.4.2 Population Projections Population projections are used to assess development prospects and community facility needs created by population growth. Population forecasts can be used to evaluate potential residential development, economic conditions, and the level of demand for public facilities and services. This estimate of future growth is also valuable information for establishing management techniques in order to provide for orderly growth and development. The DOA population projections are, by State Statutes, the official population projections for Wisconsin. The DOA’s projections predict that the City’s population will grow to 20,780 by 2040, which is an increase of 6,686 residents from the 2019 population estimate, approximately a 47% increase. Figure 2-3 – City of Hudson Population (2020-2040) Comparing the City of Hudson’s population projections to that of adjacent communities, population increases and percentage increases are identified in the tables below. Table 2-3 – Population Projection (2020-2040) 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-9 As compared to St. Croix County, the City of Hudson is anticipated to grow significantly more in the next two decades. Table 2-4 – City of Hudson and St. Croix County Population Projection (2020-2040) 2.4.3 Age & Gender The age of residents is important in identifying current and future needs of a community. The table below shows City of Hudson and St. Croix County age distributions. The median age in Hudson (36.0) is younger than St. Croix County’s (38.3) as well as Wisconsin’s median age (39.2). Hudson has slightly less residents under the age of 18 (23.5%) than St. Croix County (25.8%). However, Hudson has slightly more residents over the age of 65 (15.4%) than St. Croix County (12.5%). Figure 2-4 – Hudson Age Distribution (2017) M unicip ality 2020 Projection 2030 Projection 2020-2030 Percent C hange 2040 Projection 2030-2040 Percent C hange C Hudson 15,650 18, 810 20.2% 20,780 10.5% St. Croix County 96,985 111,470 14.9% 119,010 6.8% 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 10 Table 2-5 – Age Distribution (2010-2017) Looking at gender, the population of the City of Hudson is approximately 52 .4% female and 47.6% male, based on the 2017 American Community Survey 5-Year Estimate. Table 2-6 – Gender (2010-2017) Number Percent Number Percent Number Percent Number Percent Male 6,165 48.5% 6,404 47.6% 3.9% 42,218 50.1% 43,468 49.9% 3.0% Female 6,554 51.5% 7,052 52.4% 7.6% 42,127 49.9% 43,674 50.1% 3.7% Total 12,719 100.0% 13,456 100.0% - 84,345 100.0% 87,142 100.0% - Source: U.S. Census Bureau, 2010 Census and 2013-2017 American Community Survey 5-Year Estimates City Of Hudson St. Croix County 2010 2017 Estimate Proportional Change 2010 2017 Estimate Proportional Change Number Percent N umber Percent Number Percent Number Percent Under 5 958 7. 5% 950 4.8% -0.8% 6,166 7.3% 5,512 6.3% -10.6% 5 to 9 995 7. 8% 881 7.8% -11.5% 6,705 7.9% 6,779 7.8% 1.1% 10 to 19 1,480 11. 6% 1,541 16.8% 4.1% 11,757 14.0% 12,197 14.0% 3.7% 20 to 24 653 5. 1% 1,001 4.8% 53.3% 3,924 4.7% 4,499 5.2% 14.7% 25 to 34 2,179 17. 1% 2,097 6.5% -3.8% 11,542 13.7% 10,162 11.6% -12.0% 35 to 44 1,902 14. 9% 1,687 15.9% -11.3% 12,640 15.0% 12,213 14.0% -3.4% 45 to 54 1,675 13. 1% 1,629 20.2% -2.7% 13,616 16.1% 13,285 15.3% -2.4% 55 to 64 1,312 10. 3% 1,598 12.8% 21.8% 9,527 11.3% 11,584 13.3% 21.6% 65 to 74 771 6. 0% 1,135 7.9% 47.2% 4,672 5.5% 6,598 7.6% 41.2% 75 to 84 499 3. 9% 561 2.0% 12.4% 2,637 3.1% 3,090 3.6% 17.2% 85 and over 295 2. 3% 376 0.1% 27.5% 1,159 1.4% 1,223 1.4% 5.5% Under 18 3,218 25. 3% 3,156 23.5% -1.9% 22,883 27.1% 22,522 25.8% -1.6% Over 65 1,565 12. 3% 2,072 15.4% 32.4% 8,468 10.0% 10,911 12.5% 28.8% Total 12,719 - 13, 456 - 5.8% 84,345 - 87,142 - 3.3% Median Age 35.4 - 36. 0 - - 36.7 - 38.3 - - Source: U.S. Census Bureau, 2010 Census and 2013-2017 American Community Survey 5-Year Estimates 2010 2017 Estimate City Of Hudson Proportional Change 2010 2017 Estimate Proportional Change St. Croix County 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 11 2.4.4 Household Size The average household size in the City of Hudson was 2.36 persons per housing unit in 2010. For St. Croix County, the average size was larger at 2.63 persons per housing unit. Over future decades, the average persons per housing unit is anticipated to decrease. Table 2-7 – Projected Average Household Size (2010-2040) Looking at the average household size by housing tenure, household sizes are larger in owner - occupied units as compared to renter-occupied units. This trend is consistent in the City of Hudson and in St. Croix County. Table 2-8 – Average Household Size by Tenure (2010-2017) 2010 Census 2020 Projection 2025 Projection 2030 Projection 2035 Projection 2040 Projection City of Hudson 2.36 2.28 2.25 2.21 2.17 2.15 St. Croix County 2.63 2.53 2.49 2.45 2.41 2.39 Source: Demographic Services Center, Wisconsin Department of Administration, 2013 Average Household Size of Owner- Occupied Units Average Household Size of Renter- Occupied Units Average Household Size of Owner- Occupied Units Average Household Size of Renter- Occupied Units City of Hudson 2.45 2. 11 2.41 2.23 St. Croix County 2.69 2. 18 2.71 2.19 Source: U.S. Census Bureau, 2006-2010 American Community Survey and 2013-2017 American Community Survey 5-Year Estimates 20172010 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 12 2.4.5 Household and Housing Unit Projections The City of Hudson had 5,909 housing units in 2017 (occupied and unoccupied). This was approximately a 54% increase from the 2000 U.S. Census count. During that same time period, St. Croix County experienced slightly less increases with 45% growth in the total number of housing units. Table 2-9 – Number of Housing Units (2000-2017) Housing projections are helpful to estimate how much land will be consumed by future development. As housing units and households increase, there is an increased demand for public facilities and services. The DOA provides household projections by municipality in Wisconsin. The City of Hudson is projected to see an increase of 2,668 household or 39.6% from the 2020 projections to the 2040 projections as shown in the table below. St. Croix County is expected to see a 29.4% increase. In the 10-year horizon, the City of Hudson is projected to see an increase of 1,586 housing units, a 23.5% increase by 2030. Table 2-10 – Number of Housing Units (2010-2040) Household and housing unit projections are intended to provide an estimate of the number of housing units that will be developed in future years. The City will continue to experience growth in residential development to meet market needs and to accommodate the projected increase in 1,586 households between 2020 and 2030. 2000 2010 2 017 2000-2017 Percent Change City of Hudson 3,831 5, 642 5,909 54.2% St. Croix County 24,265 33, 983 35,152 44.9% Source: U.S. Census Bureau, 2000 & 2010 Census and 2013-2017 American Community Survey 5-Year Estimates 2010 Census 2020 Projection 2025 Projection 2030 Projection 2035 Projection 2040 Projection 2020- 2040 C hange City of Hudson 5,287 6,745 7,539 8,331 8,943 9,413 39.6% St. Croix County 31,799 37,935 41,416 44,853 47,314 49,073 29.4% Source: Demographic Services Center, Wisconsin Department of Administration, 2013 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 13 2.4.6 Labor Force The labor force participation rate in the City of Hudson has been slightly decreasing since 2010, however unemployment has also been decreasing. Data for St. Croix County is showing similar trends. Table 2-11 – Labor Force Employment Status (2010-2017) City of Hudson 2010 2010 Percentage 2017 2017 Percentage Persons Age 16 and Over 9,540 - 10,520 - In Labor Force 7,305 76.6% 7,546 71.7% Employed 6,887 72.2% 7,265 69.1% Unemployed 418 4.4% 281 2.7% Unemployment Rate - 5.7% - 3.7% St. Croix County 2010 2010 Percentage 2017 2017 Percentage Persons Age 16 and Over 62,545 - 67,146 - In Labor Force 47,531 76.0% 48,926 72.9% Employed 44,484 71.1% 47,132 70.2% Unemployed 2,956 4.7% 1,621 2.4% Unemployment Rate - 6.2% - 3.3% State of Wisconsin 2010 2010 Percentage 2017 2017 Percentage Percent Unemployed 204,600 4.60% 145,271 3.10% Source: U.S. Census Bureau, 2006-2010 American Community Survey and 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 14 2.4.7 Employment Employment is primarily provided by two major industries within the City of Hudson. The educational, health and social services industry provides 24.2% in the City and the manufacturing industry provides 14.6% of all jobs. The table below identifies industries in Hudson and the percentage of employment by each. Table 2-12 – Employment by Industry (2017) The top two occupation categories in which Hudson residents are employed are management, business, science, and arts occupations (44.8%) and sales and office occupations (21.9%). All occupational categories are identified in the table below. Table 2-13 – Employment by Occupation (2017) Industry Number P ercentage Agriculture, forestry, fishing and hunting and mining 81 1. 1% Construction 318 4. 4% Manufacturing 1,064 14. 6% Wholesale trade 269 3. 7% Retail trade 691 9. 5% Transportation and warehousing, and utilities 406 5. 6% Information 156 2. 1% Finance, insurance, real estate, and rental and leasing 488 6. 7% Professional, scientific, management, administrative, and waste management services 718 9.9% Educational, health and social services 1,760 24. 2% Arts, entertainment, recreation, accommodation and food services 671 9.2% Other services, except public administration 376 5. 2% Public admimistration 267 3. 7% Total 7,265 - 2017 Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Occupation Number P ercentage Management, business, science, and arts occupations 3,258 44.8% Service occupations 1,158 15.9% Sales and office occupations 1,591 21.9% Natural resources, construction, and maintenance occupations 479 6. 6% Production, transportation, and material moving occupations 779 10.7% Total 7,265 2017 Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 15 The majority of Hudson residents work outside the State of Wisconsin (52.7%). Approximately 43.3% within St. Croix County. Table 2-14 – Place of Work (2010-2017) The majority of Hudson residents (64.3%) travel less than 30 minutes to work. Of that 26.9% travel less than 15 minutes to work. The mean travel time to work by Hudson residents is 24.4 minutes, as compared to the 27.9 minutes mean travel time for St. Croix County residents, as determined by the 2017 American Community Survey. Detailed travel times to work are identified in the table below. Table 2-15 – Travel Time to Work (2010-2017) The vast majority of Hudson residents travel to work by car, truck, or van (89.4%) and most of these workers are driving alone (83.4%). Since 2010, more workers are using public transportation, walking or bicycling to work, and more residents are working from home. The table below identifies the means by which residents travel to work. Place of work 2010 2017 Worked in state of residence 44.7% 47.3% Worked in county of residence 42.3% 43.3.% Worked outside county of residence 2.4% 3.9% Worked outside state residence 55.3% 52.7% Source: U.S. Census Bureau, 2006-2010 and 2013-2017 American Community Survey 5-Year Estimates Travel Time to Work 2010 2017 Less than 10 minutes 17.5% 16. 5% 10 to 14 minutes 17.3% 10.4% 15 to 19 minutes 12.7% 11.6% 20 to 24 minutes 12.6% 19.3% 25 to 29 minutes 7.0% 6.5% 30 to 34 minutes 12.5% 13.5% 35 to 44 minutes 8.6% 7.9% 45 to 59 minutes 7.8% 8.0% 60 or more minutes 3.9% 6.3% Mean travel time to work (minutes) 23.1 24.4 Source: U.S. Census Bureau, 2006-2010 and 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 16 Table 2-16 – Means of Transportation to Work (2010-2017) Means of Transportation to Work 2010 2017 Car, Truck, or Van 92.4% 89.4% Drove alone 84.2% 83.4% Carpooled 8.1% 6.0% In 2-person carpool 6.4% 4.1% In 3-person carpool 0.8% 1.2% In 4-person carpool 0.9% 0.7% Public transportation (excluding taxicab) 0.4% 0.8% Walked 0.9% 3.1% Bicycle 0.0% 0.4% Taxicab, motorcycle, or other means 0.6% 0.2% Worked at home 5.7% 6.2% Source: U.S. Census Bureau, 2006-2010 and 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2-17 Number Percentage Number Percentage Less than $10,000 201 3.6% 723 2.2% $10,000 to $14,999 153 2.7% 963 2.9% $15,000 to $24,999 365 6.5% 2,059 6.2% $25,000 to $34,999 420 7.4% 2,309 6.9% $35,000 to $49,999 595 10.5% 3,668 11.0% $50,000 to $74,999 1,267 22.4% 6,400 19.2% $75,000 to $99,999 901 15.9% 5,502 16.5% $100,000 to $149,999 1,041 18.4% 6,819 20.4% $150,000 to $199,999 382 6.8% 2,753 8.2% $200,000 or more 331 5.9% 2,193 6.6% Total 5,656 33,389 Median Household Income $69,065.00 NA $77,768.00 NA Mean Household Income $87,869.00 NA $94,996.00 NA Per Capita Income $37,211.00 NA $36,561.00 NA City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2017 Income & Benefits 2.4.8 Household and Per Capita Income According to the 2017 American Community Survey, median household income in Hudson is $69,065 compared to $77,768 for St. Croix County, and $56,759 for Wisconsin. The mean household income in Hudson is $87,869, compared to $94,996 for St. Croix County and $74,372 for Wisconsin. Per capita income in Hudson is $37,211, compared to $36,561 for St. Croix County and $30,557 for Wisconsin. Figure 2-5 – City of Hudson, Income and Benefits (2017) Table 2-17 – Household Income (2017) 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 18 2.4.9 Educational Attainment The U.S. Census Bureau provides information on educational attainment levels, which are summarized in figures and table below. City of Hudson residents, on average, have a slightly higher level of education compared to residents of St. Croix County. According to the 2017 American Community Survey, Wisconsin has 91.7% of its residents 25 years and over with a high school diploma or higher. Comparatively, the City of Hudson (97.5%) is higher than the state average and the St. Croix County average (96.1%). The City of Hudson and St. Croix County are both ahead of the state average in terms of Bachelor’s Degree or other higher educations. Wisconsin has approximately 29.1% of residents having earned at least a Bachelor’s Degree, while Hudson has 43.9% and St. Croix County has 34.1% of residents with at least a Bachelor’s Degree. Table 2-18 – Educational Levels (2010-2017) Highest Education No. Percent No. Percent No. Percent No. Percent Less than 9th grade 182 2.2% 109 1.2% 869 1.6% 648 1.1% 9th to 12th grade, no diploma 322 3.9% 119 1.3% 2,064 3.8% 1,611 2.8% High school graduate (includes equivalency) 2,174 26.3% 1,961 21.6% 15,858 29.2% 15,247 26.2% Some college, no degree 1,868 22.6% 1,747 19.2% 12,599 23.2% 12,747 21.9% Associate's degree 513 6.2% 1,167 12.8% 5,268 9.7% 8,105 13.9% Bachelor's degree 2,340 28.3% 2,621 28.9% 13,034 24.0% 13,963 24.1% Graduate or professional degree 868 10.5% 1,359 15.0% 4,616 8.5% 5,834 10.0% Total 8,267 100.0% 9,083 100.0% 54,308 100.0% 58,155 100.0% 2017 St. Croix County Notes: Population 25 years and over. Source: U.S. Census Bureau, 2006-2010 American Community Survey and 2013-2017 American Community Survey 5-Year Estimates Huds on 20102010 2017 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 19 2.4.10 Schools Hudson residents are served by the Hudson School District. The table below shows the enrollment for each school in the District. Table 2-19 – Hudson Area School District Enrollment Some children throughout St. Croix County and the City of Hudson are home-schooled. There are 153 children that are home-schooled who would qualify for enrollment in the Hudson School District. This is equivalent to 2.73% of the current public school enrollment, as indicated in the table below. Table 2-20 – Hudson Area Home-Based Private Educational Program Enrollment (2018-2019) The City of Hudson is located within the Wisconsin Indianhead Technical College service area. The College has four main campuses, the closest of which is located in New Richmond. The closest University of Wisconsin system school to the City of Hudson is UW -River Falls. The University has a total undergraduate enrollment of 5,725 and is approximately 10- miles from Hudson. District Total Home-Based Enrollment Total 3rd Friday Pub lic E nrollment Home-Based Enrollment as Percentage of Public E nrollment Hudson School District 153 5, 614 2.73% Source: Wisconsin Information System for Education District County Name School Type School Name 2018-2019 Enrollment Hudson School District St. Croix County Elementary School Houlton Elementary K 5th 213 Hudson School District St. Croix County High School Hudson High 9th 12th 1,786 Hudson School District St. Croix County Middle School Hudson Middle 6th 8th 1,317 Hudson School District St. Croix County Elementary School Hudson Prairie Elementary K 5th 340 Hudson School District St. Croix County Elementary School North Hudson Elementary K 5th 296 Hudson School District St. Croix County Elementary School River Crest Elementary K 5th 531 Hudson School District St. Croix County Elementary School Rock Elementary K 5th 496 Hudson School District St. Croix County Elementary School Willow River Elementary K 5th 315 Total 5,294 Source: Wisconsin Information System for Education Grades 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 20 2.5 Municipal Growth in Equalized Value The City of Hudson has experienced continual growth in total equalized value in the past six years. Between 2014 and 2019, real estate and personal property within the City increased by $545,179,900, approximately a 34% increase, according to WI Department of Revenue data. Table 2-21 – City of Hudson Equalized Values by Year (2014-2019) Further exploring the growth in Hudson’s equalized values, the largest percent of change occurred in the Residential real estate class with a $423,131,200 million gain (42.5%) between 2014 and 2019. The Commercial real estate class grew by $125,646,900 million (24.6%), while the manufacturing class grew by $10,499,300 (33%). Real Estate Classes 2014 2015 2016 2017 2018 2019 R esidential 996,074,500 1,035,953,600 1,098,449,300 1,176,196,500 1,253,526,500 1,419,205,700 42.5% 423,131,200 Commercial 510,920,300 547,494,100 556,031,900 566,238,300 569,160,700 636,567,200 24.6% 125,646,900 Manufacturing 31,787,700 32,580,200 34,653,800 36,866,900 39,507,900 42,287,000 33.0% 10,499,300 Agricultural 3,400 5,700 0.0% 5,700 Agricultural Forest 42,300 0.0% 42,300 Real Estate Totals 1,538,782,500 1, 616,027,900 1,689,135,000 1,779,305,100 1,862,195,100 2,098,107,900 36.3% 559,325,400 Real Estate Percent Change 5.0% 4. 5% 5.3% 4.7% 12.7% - - Personal Property Total 48,768,800 48,005,300 48,183,700 51,265,000 32,649,200 34,623,300 -29.0% (14,145,500) Personal Property Percent Change -1.6% 0.4% 6. 4% -36.3% 6.0% - - Aggregate E qualized Value 1,587,551,300 1, 664,033,200 1,737,318,700 1,830,570,100 1,894,844,300 2,132,731,200 34.3% 545,179,900 Aggregate Equalized Value Percent Change 4.8% 4.4% 5. 4% 3.5% 12.6% - - Change betw een 2014-2018 Source: Wi Department of Revenue, Statement of Merged Equalized Values 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 21 The total equalized value of real estate grew by 36% between 2014 and 2019, an increase of $559,325,400. The total equalized value of personal property decreased by 29% during this same time period, a loss of $14,145,500 in equalized value. Overall, the aggregate equalized value grew by 34.3%, or $545,179,900. Figure 2-6 – Aggregate Equalized Value (2014-2019) Figure 2-7 – Equalized Value Change – Real Estate & Personal Property (2014-2019) Looking at the growth of equalized value by real estate class, the major classes – residential, commercial and manufacturing all experienced upward trends in the last six years. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 22 Figure 2-8 – Equalized Values of Residential, Commercial, Manufacturing Real Estate (2014-2019) 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 2- 23 Looking at the growth in value by land use category/real estate classification, the Residential real estate class grew from 65% of the total real estate value to 68%. During this six year time period, the Commercial real estate class decreased from 33% of the total value to 30%. The percentage of value in the manufacturing class remained the same. Table 2-22 – Aggregate Equalized Value (2014-2019) Figure 2-9 – Equalized Values by Real Estate Class (2014 and 2019) Real Estate Classes 2014 Percent of Total Real Estate 2019 Percent of Total Real Estate Residential 996,074,500 65% 1,419,205,700 68% Commercial 510,920,300 33% 636,567,200 30% Manufacturing 31,787,700 2% 42,287,000 2% Agricultural - 0% 5,700 0% Agricultural Forest - 0% 42,300 0% Real Estate Totals 1,538,782,500 2,098,107,900 Personal Property Total 48,768,800 34,623,300 Aggregate Equalized Value 1,587,551,300 2,132,731,200 Source: Wi Department of Revenue, Statement of Changes in Equalized Values by Class and Item 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-1 3 Housing Element 3.1 Introduction Housing is an essential component to a healthy and vibrant community. Providing safe and affordable housing, as well as a variety of housing types, is a common community goal. An analysis of housing conditions will help the City gain a better understanding of the changes which have occurred over the past decade. It will also provide insight into future change that can be anticipated. This information will create a foundation from which decisions regarding future housing development can be based. Demographic information presented in Section 2: Issues and Opportunities Element is not repeated here. Below is a summary of the existing housing conditions in the City of Hudson and St. Croix County. 3.2 Existing Conditions The City of Hudson has and will continue to experience significant growth because of its close proximity to the Minneapolis/St. Paul metropolitan area, combined with historical appeal and small town character. As change and development continue to take place, it will be important for the City to manage this growth and maintain the character of the community. Many individuals and families who choose to live in Hudson do so because of its community character, location, quality of life and proximity to jobs. In 2017, the City had 5,909 housing units. Since 2000, the City has experienced a 5.8% increase in housing units. According to Wisconsin Department of Administration, the 2020 projection for households is 6,745 and for 2030 it is 8,331, which results in an increase of 2,422 households (41% increase). In 2017, 59.8% of all housing units were owner-occupied and 40.2% were renter-occupied. The average household size was 2.41 for owner-occupied units and 2.23 for renter-occupied units. The median value of owner-occupied homes was $231,500. Details for the number of households and housing unit projections are located in Section 2.4.5: Households and Housing Unit Projections. 3.2.1 Housing Stock Age Characteristics The age of the local housing stock is an important component to be considered when preparing for the future. If there is a significant amount of older housing units among the housing supply, they will most likely need to be replaced, rehabilitated, or abandoned for new development within the planning period. Allowing for a new housing supply also requires planning regarding infrastructure, land availability, community utilities, transportation routes, and a variety of other public services to address community needs that are affected by new development. Homes in the City of Hudson are well distributed by age. Information gathered from the U.S. Census Bureau in 2017 identified that little more than half of the homes (53.1%) were built since 1990 and are less than 30 years old. On the reverse, 46.9% of homes were built before 1990, 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-2 and of this, 22.5% of these homes are more than 50 years old. Table 1 categorizes the amount of housing by year built. Table 1 – Hudson and St. Croix County Year Structure Built (2017) 3.2.2 Occupancy and Structural Characteristics Housing occupancy is a measure to determine whether the housing supply is adequate to meet demand. A stable housing market is one where the availability of new and existing housing units roughly matches the needs of the population. According to the U.S. Department of Housing and Urban Development (HUD), an overall vacancy rate of 3% is considered to be optimal. Vacancy rates under the 3% standard may imply a tight housing market where demand exceeds supply, causing housing prices to rise. Conversely, a vacancy rate greater than 3% may indicate an over - supply of housing units, causing stagnation in housing prices. The vacancy rate in Hudson has decreased over the last decade by 1.5%. The current estimates show vacancy at approximately 4.3%, while St. Croix County is at about 5%. Total Housing Uni ts Percentage Total Housing Uni ts Percentage Built 2014 or later 47 0.8% 297 0.8% Built 2010 to 2013 328 5.6% 908 2.6% Built 2000 to 2009 1,682 28.5% 10,249 29.2% Built 1990 to 1999 1,077 18.2% 6,011 17.1% Built 1980 to 1989 801 13.6% 4,922 14.0% Built 1970 to 1979 641 10.8% 4,593 13.1% Built 1960 to 1969 301 5.1% 1,756 5.0% Built 1950 to 1959 232 3.9% 1,401 4.0% Built 1940 to 1949 142 2.4% 749 2.1% Built 1939 or earlier 658 11.1% 4,266 12.1% Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates City of Hudson St. Croix County 2017 2017Y ear Structure Built 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-3 Table 2 – Hudson and St. Croix County Housing Occupancy/Vacancy (2010 – 2017) Table 3 shows that between 2010 and 2017 the percentage of owner-occupied homes in Hudson has decreased from 66.4% (2010) to 59.8% (2017). The percentage of renter-occupied homes has increased from 33.6% (2010) to 40.2% (2017). St. Croix County also experienced an increase in renter-occupied homes (2.1%). In 2017, the percentage of owner-occupied homes in St. Croix County was 75.7%, which was 15.9% more than Hudson. Overall, the number of occupied housing units in Hudson has increased by 413. Table 3 – Hudson and St. Croix County Housing Units by Tenure (2010 – 2017) Table 4 displays the number of units per structure in the City of Hudson and St. Croix County in 2017. The most common type of housing units in Hudson are one-unit detached structures (44.7%), commonly referred to as single-family homes. Detached housing units are one-unit structures that are detached from any other house, with open space on all four sides. Str uctures are considered detached even if they have an attached garage or contain a business unit. The second most common type of housing units in Hudson are one-unit attached structures (24.6%). Attached housing units are structures with one or more walls extending from ground to roof, separating them from adjoining structures. St. Croix County has a larger majority of single-family homes (72.1%) than the City of Hudson. Owner Occupied Percentage Renter Occupied Percentage Total Number of Occupied H ousing Units City of Hudson 3,479 66. 4% 1,764 33.6% 5,243 St. Croix County 24,771 77. 8% 7,053 22.2% 31,824 Owner Occupied Percentage Renter Occupied Percentage Total Number of Occupied H ousing Units City of Hudson 3,380 59. 8% 2,276 40.2% 5,656 St. Croix County 25,266 75. 7% 8,123 24.3% 33,389 Source: U.S. Census Bureau, 2006-2010 and 2013-2017 American Community Survey 5-Year Estimates 2017 2010 Occupied Housing Units Percentage Vacant Housing Units Percentage Total No. of Housing Units City of Hudson 5,243 94.2% 321 5.8% 5,564 St. Croix County 31,824 95.0% 1,671 5.0% 33,495 Occupied Housing Units Percentage Vacant Housing Units Percentage Total No. of Housing Units City of Hudson 5,656 95.7% 253 4.3% 5,909 St. Croix County 33,389 95.0% 1,763 5.0% 35,152 Source: U.S. Census Bureau, 2006-2010 and 2013-2017 American Community Survey 5-Year Estimates 2017 2010 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-4 Table 4 – Hudson and St. Croix County Units in Structure (2017) 3.2.3 Housing Value Characteristics Providing affordable housing which meets the needs of current and future City residents is an important element in planning for the future. A lack of quality affordable housing has impacts on population migration patterns, economic development, and the tax base. An owner-occupied housing unit is a unit where the owner or co-owner lives, even if it is mortgaged or not fully paid for. The U.S. Bureau of the Census determines value by the respondent’s estimates of how much the property (house and lot, mobile home and lot, or condominium unit) would sell for if it were for sale. The figures presented may differ from assessed housing values as calculated by an assessor. In 2017, the median value of owner-occupied homes in Hudson was $231,500, while it was $223,000 in St. Croix County. In Hudson, 43.8% of the owner-occupied units were valued between $200,000 and $299,999. The breakout of housing values follows in Table 5. Table 5 – Hudson and St. Croix County Housing Value of Owner-Occupied Units (2017) Number Percent Number Percent Less than $50,000 61 1.8% 1,051 4.2% $50,000 to $99,999 22 0.7% 878 3.5% $100,000 to $149,999 306 9.1% 3,436 13.6% $150,000 to $199,999 806 23.8% 5,225 20.7% $200,000 to $299,999 1,479 43.8% 8,028 31.8% $300,000 to $499,999 631 18.7% 5,438 21.5% $500,000 to $999,999 66 2.0% 1,052 4.2% $1,000,000 or more 9 0.3% 158 0.6% Median (dollars) 231,500$ - 223,000$ - City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Number Percent Number Percent 1-unit, detached 2,644 44.7% 25,336 72.1% 1-unit, attached 1,451 24.6% 3,679 10.5% 2 units 239 4.0% 895 2.5% 3 or 4 units 425 7.2% 1,167 3.3% 5 to 9 units 266 4.5% 920 2.6% 10 to 19 units 268 4.5% 617 1.8% 20 or more units 616 10.4% 1,653 4.7% Mobile home 0 0.0% 883 2.5% City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-5 3.2.4 Housing Affordability The HUD defines affordable housing as housing which does not cost a household more than 30% of its monthly or annual income. This affordability benchmark is not an underwriting standard and it does not address the ability to pay for housing. Households may choose to pay more to get the housing it needs or wants. However, according to HUD standards, people should have the choice of having decent and safe housing for not more than 30% of their household income. The majority of Hudson residents in owner-occupied housing with a mortgage (72.7%) pay less than 30% of their monthly household income on housing costs. However, 27.3% of Hudson residents are paying more than 30% on owner-occupied housing costs (with a mortgage). This is similar to the estimate for St. Croix County, with 21.6% of residents paying above 30% of their monthly household income. A table with monthly costs by household income category is listed below and is depicted in Figure 1. Table 6 – Hudson and St. Croix County Owner-Occupied Housing Units with a Mortgage - Monthly Owner Costs as a Percentage of Household Income (2017) Figure 1 – Hudson and St. Croix County Owner-Occupied Housing Units with a Mortgage – Monthly Owner Costs as a Percentage of Household Income (2017) The majority of Hudson residents in owner-occupied housing without a mortgage (88%) pay less than 20% of their monthly household income on housing costs. In fact, 98% of Hudson residents 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Less than 20.0 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Housing Units with a Mortgage - Monthly Owner Costs as a Percentage of Household Income (2017) City of Hudson St. Croix County Number Percent Number Percent Less than 20.0 percent 1,136 44.3% 9,335 49.5% 20.0 to 24.9 percent 429 16.7% 3,304 17.5% 25.0 to 29.9 percent 299 11.7% 2,150 11.4% 30.0 to 34.9 percent 159 6.2% 1,135 6.0% 35.0 percent or more 541 21.1% 2,942 15.6% City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-6 in owner-occupied homes without a mortgage pay less than 30% of their monthly household income on housing costs. Only 2% of Hudson residents are paying more than 30% on housing costs (without a mortgage) compared to 8.9% of St. Croix County residents. Table 7 includes a full breakout of costs and is depicted in Figure 2. Table 7 – Hudson and St. Croix County Owner-Occupied Housing Units without a Mortgage - Monthly Owner Costs as a Percentage of Household Income (2017) Figure 2 – Hudson and St. Croix County Owner-Occupied Housing Units without a Mortgage - Monthly Owner Costs as a Percentage of Household Income (2017) The majority of Hudson residents in rental occupied housing (60.8%) pay less than 30% of their monthly household income on rent. The balance of Hudson’s renters (39.2%) are paying 30% or more of their monthly household income on rent. Similarly, 39.9% of St. Croix County’s renters are paying 30% or more. Table 8 includes a full breakout of costs and is depicted in Figure 3. 0.0% 20.0% 40.0% 60.0% 80.0% Less than 10.0 percent 10.0 to 14.9 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Housing Units without a Mortgage - Monthly Owner Costs as a Percentage of Household Income (2017) City of Hudson St. Croix County Number Percent N umber Percent Less than 10.0 percent 464 57.3% 2,959 46.6% 10.0 to 14.9 percent 132 16.3% 1,358 21.4% 15.0 to 19.9 percent 117 14.4% 778 12.3% 20.0 to 24.9 percent 41 5.1% 439 6.9% 25.0 to 29.9 percent 40 4.9% 246 3.9% 30.0 to 34.9 percent 4 0.5% 159 2.5% 35.0 percent or more 12 1.5% 407 6.4% City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-7 Table 8 – Hudson and St. Croix County’s Renter-Occupied Housing - Gross Rent as a Percentage of Household Income (2017) Figure 3 – Hudson and St. Croix Renter-Occupied Housing - Gross Rent as a Percentage of Household Income (2017) 3.3 Assessment of Future Conditions Age and family status are closely related to housing, and people follow a typical pattern in their housing selection. People live with their parents as children and then tend to move out to rental housing as they enter adulthood. A first time home purchase will typically occur as they begin to form households. According to Zillow, the average age of a first-time home buyer in the United States is 33 years, which follows an average period of six years during which Americans typically rent. The first home purchase is often followed by a move to "upgrade" during the prime earning years. Retirement brings yet another move. This may be to a final home, or for some older retirees, to retirement housing or nursing care. This cycle is important in that it creates turnover in the housing stock, freeing up properties for other buyers. Most of the homes purchased are existing homes. However, it is also important to understand how generational preferences for housing vary. The future desirability of neighborhoods and communities is going to be influenced by the degree to which the existing housing stock meets the desires of future home buyers. 0.0% 10.0% 20.0% 30.0% 40.0% Less than 15.0 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Rental Occupied Housing - Gross Rent as a Percentage of Household Income (2017) City of Hudson St. Croix County Number Percent N umber Percent Less than 15.0 percent 340 15.3% 1,058 13.8% 15.0 to 19.9 percent 451 20.3% 1,377 18.0% 20.0 to 24.9 percent 362 16.3% 1,236 16.2% 25.0 to 29.9 percent 198 8.9% 916 12.0% 30.0 to 34.9 percent 121 5.5% 781 10.2% 35.0 percent or more 746 33.6% 2,271 29.7% City of Hudson St. Croix County Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-8 The projection for households in the City of Hudson is an increase of 2,422 households by 2030, which is a 41% increase. Reviewing Figure 5 in Section 2, Hudson’s age distribution, much of this future growth will be by households headed by someone over the age of 65 looking to downsize and by mid-aged buyers wanting newer homes on large rural lots. New rental housing will likely include various types of assisted living for Hudson’s aging population. 3.3.1 Economic Growth and Housing The City of Hudson is expected to experience significant population growth in the coming decades, which coincides with expected economic growth. A Market Analysis report prepared by Place Dynamics in 2019 found that the City’s population growth this past decade placed it in the top three percent of Wisconsin Communities. This explosive population growth followed a surge in residential housing development through the early 2000’s, which represents 28% of the City’s existing housing stock. This population growth is fueling many of the City’s economic sectors, chiefly its retail businesses. The Market Analysis report found that the majority of Hudson’s consumers originate within the City’s limits. Strong competition from the Twin Cities metro area and nearby City’s such as Stillwater, New Richmond, Red Wing and Hastings has constrained the City’s market influence, causing the majority of Hudson’s shoppers and restaurant patrons to be local. This reality suggests that continued local population growth will manifest local economic growth as well. Housing is key to continued population and economic growth for the City of Hudson. The expanding Twin Cities metropolitan region is expected to increasingly effect western Wisconsin municipalities, bringing greater population growth and economic opportunities to these cities and towns. This expansion is an opportunity for the City of Hudson to capture this growth, provided that it positions its housing stock in a manner that is attractive to new residents. Although almost a third of the City’s housing has been constructed since 2000, the majority of these housing units are single-family detached homes. The 2019 Market Analysis found that younger cohorts, especially the millennial generation, are not as inclined to purchase single family homes in suburban areas as compared to the baby boomer generation. The desire to be close to cultural and natural amenities, as well as employment centers, have caused this cohort to gravitate towards housing that offers increased walkability and higher density. Multi -family housing, in the form of condominiums and apartments, has been shown to be a popular housing type among this cohort. An analysis of residential development throughout the City of Hudson reveals that this housing type has not been built in any significant quantity in past years. The production of this housing type represents an opportunity for the City to increase its attractiveness to younger cohorts seeking to locate outside of the Twin City metropolitan area. The retention of a younger workforce will also increase the City’s economic competitiveness in the coming decades. The City of Hudson’s aging population has also sparked an increase in demand for new housing types. According to the 2019 Market Analysis, single family homes built over the past three decades have tended to be purchased by trade-up buyers in their forties to sixties. This cohort represents the largest in Hudson, and as they age, these households become increasingly likely to desire housing that requires less maintenance and that is designed for people with diminished mobility. Multi-family housing, again in the form of condominiums and apartments, represents a housing type that will increase in desirability for this aging population. Unlike the younger cohorts that will focus more on affordability, Hudson’s aging population is expected to prize amenities and finishes given their income and greater amount of assets. New condominium development along 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3-9 the City’s River Corridor, with 10 separate units selling from $499,000 to over $1 million in 2019, underscores this preference. The City of Hudson’s future economic growth, and its relative competiveness to surrounding cities and towns, is strongly linked to the types of residential development the community pursues. The demand for a variety of housing types is expected to increase, especially within the condominiums and apartment market. These housing types are anticipated to be desired by both younger and aging cohorts, which collectively represent the City’s consumers and workforce. Producing housing units that meet the budgets and preferences of both of these groups will help to keep population growth within the City Limits and ensure a healthy economy in the years to come. 3.3.2 Workforce Housing Workforce housing typically applies to working households that earn 60% to 125% of the Area Median Income (AMI). The lower bound of this range is based on the rationale that most of the nation’s affordable housing programs do not offer subsidies for households earning above the 60- percent threshold. The upper bound is more fluid, and should be based on the local circumstances of a community. In wealthier communities which exhibit a higher degree of variation between its average household income and its median household income, workforce housing policies may be better served with an upper threshold of 200percent or more of the AMI. The City of Hudson’s median household income (AMI) was estimated at $69,065 in 2017. Workforce housing programs should focus on providing affordable housing to households earning 60% to 125% of this AMI. Households earning between $41,439 annually and $86,331 annually should be able to afford a rent or mortgage payment that is less than 30% of their monthly income. The City of Hudson should encourage residential development that increases the supply of housing units that are affordable to these working households. The production of workforce housing usually involves market-rate development as opposed to subsidized development, and it is difficult to apply a standard formula to determine what is considered appropriate market-rate housing. This underscores the importance of workforce housing being locally administered. Local communities are better equipped to determine the specific needs of their workforce, and the appropriate housing stock, location, and condition to be developed for their benefit. The data provided by this Housing Element can be utilized to inventory the City of Hudson’s existing housing stock and assess the affordability of its housing options relative to its workforce. However, affordability is only one metric to determine the appropriateness of housing for the workforce. Other conditions to be considered include the proximity to employment centers, and also the type of housing. Understanding Hudson’s workforce housing AMI range and knowing the locations of employment centers where households that fall within this range work will provide the City with insights that can be used to encourage, tailor and target future residential development. Understanding the demographic makeup of the workforce, and how it is going to change in the future, will help forecast the type of housing stock most appropriate for attracting new talent and businesses to the City of Hudson. Other questions that should be explored to implement a workforce housing program include: • Is the existing stock at risk of being converted to higher-end housing? If so, are there ways to preserve the stock and stop the conversion? • Given the higher than optimal vacancy rates as outlined in 3.1.2 Occupancy and Structural Characteristics, is mixed-use redevelopment a possibility? 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3- 10 • Can certain regulations be changed to help protect and preserve current affordable housing options? • If substantial efforts have been made to preserve existing affordable housing stock, then the final question is whether workforce housing can be built on infill lots? Public private partnerships can also help the City of Hudson realize many of its workforce housing goals. According to the Urban Land Institute, public private partnerships are creative alliances formed between a private developer and a government entity in order to achieve a common goal. These partnerships typically involve grant funds, municipal bonds, or reimbursement agreements as part of a development’s capital stack. Because the government entity is effectively helping to finance a private development, it has a greater opportunity to decide the type of development the project becomes. One of the most frequently used public private partnership strategies in the U.S. is Tax Increment Financing (TIF). The City of Hudson currently has two established TIF districts that can be leveraged to help support the creation of workforce housing. City officials can negotiate with private developers seeking to locate projects within these TIF districts in order to ensure that the project serves the local workforce. The City can offer incentives to developers that would provide affordable housing options within Hudson’s workforce AMI range, helping to close any financing gaps with the project and causing it to be designed with the local workforce market in mind. Additional grant and tax credit programs can be included in a workforce development’s capital stack, allowing for financial flexibility that can make projects with significant public benefit more feasible. The following section lists these programs in more detail. 3.4 Housing Programs Wisconsin Comprehensive Planning legislation requires governments completing plans to compile a list of programs available to help provide an adequate supply of housing that meets existing and forecasted housing demand in their jurisdiction. Below is a partial listing of programs that are available. Community Development Block Grant (CDBG) Small Cities Housing Program The Wisconsin CDBG program, administered by the Wisconsin Department of Administration, provides grants of federal funds to local governments (with a population under 50,000) for housing programs which principally benefit low to moderate income (LMI) households. These funds are primarily used for rehabilitation of housing units, homebuyer assistance, and small neighborhood public facility projects. CDBG dollars are flexible and responsive to local needs. Housing Choice Voucher Program (Section 8) The Section 8 federal housing choice voucher program provides rent assistance to eligible low - income households so that family payment does not exceed 20% of annual income. Housing can include single-family homes, townhouses and apartments and is not limited to units located in subsidized housing projects. Housing choice vouchers are administered locally by Public Housing Agencies (PHA). A family that is issued a housing voucher is responsible for finding a suitable housing unit of the family's choice where the owner agrees to rent under the program. A housing subsidy is paid to the landlord directly by the PHA on behalf of the participating family. The family then pays the difference between the actual rent charged by the landlord and the amount subsidized by the program. 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3- 11 Low Income Housing Tax Credit (LIHTC) The LIHTC Program is the most important resource for creating affordable housing in the United States. This program was created in 1986 by the Tax Reform Act. Federal housing tax credits are awarded to developers of qualified projects. Developers then sell these credits to investors to raise capital for their projects, which reduces the debt the developer would otherwise have to borrow. A tax credit property can then offer more affordable units because the debt is lower. USDA- Rural Development Rural Development administers federal funds to help secure loan options to assist LMI families with home purchases and rehabilitation. Rural Development generally funds individuals who cannot obtain conventional financing. Wisconsin Housing and Economic Development Authority (WHEDA) WHEDA serves Wisconsin residents and communities by working with others to provide creative financing resources and information to stimulate and preserve affordable housing, small business, and agribusiness. Wisconsin Property Tax Deferral Loan Program (PTDL) This state program offers loans to Low-to-Moderate Income (LMI) elderly homeowners (65 years old with a spouse at least 60 years old, unless one is disabled) to help pay local property taxes so the elderly can afford to stay in their homes. The program is administered through WHEDA. Family Care Partnership (Partnership) The Family Care Partnership (Partnership) program is administered by the Wisconsin Department of Health Services. The Partnership is a comprehensive program of services for frail elders and adults with developmental or physical disabilities in Wisconsin. The program integrates health and long-term support services and includes home and community-based services, physician services, and all medical care. Services are delivered in the member's home or a setting of his or her choice. 3.5 Goals, Objectives, Policies The City has identified a number of goals, objectives, and policies that when implemented together will help achieve Hudson’s community vision for 2040. These goals, objectives, and policies will help guide accomplishments and priorities for future investment both for publicly- maintained local systems and for property owners who will invest in and change Hudson ’s landscape over time. These goals, objectives, and policies provide the City with a means to measure the performance of implementation of this Comprehensive Plan, and as necessary, an opportunity to reassess, revise, and/or supplement the desires of the community. Goals are general statements of desired outcomes of the community or what is to be achieved. Objectives are more specific and are a subset of goals, providing measurable strategies towards achieving a goal. Policies are operational actions that a community will undertake to meet the goals and objectives. The following goals, objectives, and policies are not ranked or presented in order of importance or need. 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3- 12 Housing Goal: Strengthen and support existing City of Hudson neighborhoods. Objectives: 1. New developments to be compatible with or enhance the character of existing adjacent residential neighborhoods. 2. Maintain buffering (i.e., land uses, landscaping, berming) between residential and commercial/industrial land uses. 3. Protect neighborhoods from incompatible land uses through effective land use and design controls. 4. Improve transportation connections where warranted, including bicycle paths/routes and pedestrian facilities. 5. Encourage and support the maintenance and rehabilitation of older housing stock. Policies: 1. Enforce site design controls (i.e., buffering, landscaping standards) through the City ’s development review process. 2. Ensure development review process considers long-range transportation infrastructure needs and implements incremental solutions as sites are built-out. 3. Promote housing programs that provide funding for maintenance and rehabilitation including the CDBG-Small Cities Housing Program and USDA-Rural Development programs. Housing Goal: Promote a balanced supply of housing types and prices throughout the City to meet the changing needs of Hudson’s residents. Objectives: 1. Support new residential development that is compatible with existing land uses. 2. Encourage the development of diverse and affordable housing for persons of all ages. 3. Accommodate senior and assisted living facilities in the City as Hudson’s population ages. 4. Accommodate workforce housing so that residents can work and reside in close proximity. Policies: 1. Encourage the private sector to provide affordable senior housing so that the long -term residents and retirees may continue to live in the City. 2. Promote housing programs that will provide financial assistance to Hudson residents who are paying more than 30% of their household income on monthly housing costs. 3. Inform residents about housing rental programs to accommodate the high percentage of renter-occupied housing in Hudson spending more than 30% of their household income on monthly housing costs, including the Housing Choice Voucher Program . 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 3- 13 4. Educate residents of opportunities and programs that give low- to moderate-income families a chance at homeownership. 5. Work with property owners and developers to identify locations appropriate for new subdivisions which will enhance the character of Hudson’s existing land uses. 6. Provide flexible land use regulations in areas where increased densities are appropriate (sewered and urban areas) in order to accommodate projected population growth and an aging population. 7. Provide options for developments with mixed housing units in order to avoid concentrating affordable units and senior-living in limited areas. 8. Identify areas within the City where diverse housing options could be available to include single-family, two-family, and multi-family in order to accommodate an increased population with various projected jobs and wages. Housing Goal: Encourage residential development that will increase the City of Hudson’s economic competiveness by attracting new residents and retaining long-term residents. Objectives: 1. Identify areas of the City that can support infill residential development. 2. Encourage a mix of multi-family developments that are affordable for a younger workforce and also provide the amenities and finishes desired by an aging population. 3. Locate future condominium and apartment development in proximity to new employment centers, amenities, and services. Policies: 1. Leverage Tax Increment Financing to incentivize private development to produce condominiums and apartments that are both affordable and attractive to a younger workforce. 2. Ensure that higher-end multi-family developments are designed to help increase the access to amenities and services required by an aging population. 3. Reduce regulatory hurdles for mixed-use infill development that will attract new businesses and residents to Hudson. 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 4-1 4 Transportation Element 4.1 Introduction Transportation planning can be used as a tool to help guide and accommodate the growth a community envisions. Like the other elements in this Plan, transportation is interconnected, especially with land use. Transportation decisions, such as construction of new roadways or upgrading existing roads, can impact accessibility, land values, and land use development. The Village of Yorkville’s transportation system is largely focused on vehicular travel. However, there are options available for alternative transportation methods, such as walking and bicycling. 4.2 Background Data / Existing Conditions 4.2.1 Roads Roads can be generally classified into three categories – arterials, collectors, and local roads. Road classification is determined by the type of service it provides. Typically, arterials provide the least amount of access and highest level of mobility, while local streets provide the most access and lowest level of mobility. Collector roads provide a combination of access and mobility. A demonstration of the function of these roadways is shown in Figure 1. Figure 4-1 – Roadway Functions Major highway facilities serving the city include: Interstate Highway 94 (1-94) and State Trunk Highway 35 (STH 35). I-94 runs east/west while STH 35 runs north/south. Figure 2 illustrates I- 94, STH 35, part of Carmichael Road, and Vine Street are classified as principal arterial routes, designed to provide interstate and interregional traffic mobility. County Highway UU (CTH UU), part of Carmichael Road, and others serves as a minor arterial roadway for moderate to large- sized places (cities, villages, towns, and clusters of communities) and other traffic generators providing intraregional and inter-area traffic movements. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-2 I-94 bisects the City of Hudson and connects it with the Twin Cities to the west and the greater Wisconsin area to the east. The City of Hudson has only two north-south corridors within the city limits which cross over I-94, causing these arterials to be some of the most heavily traveled by residents and commuters. Carmichael Road is one of the City’s major north-south thoroughfares, a vital part of Hudson’s street network that also serves as the primary access to one of its most important commercial corridors. 11th Street is the other north-south corridor that crosses over I- 94. Figure 4-2 – Hudson Area Road Functional Classification The I-94 Bridge crosses the St. Croix River linking Wisconsin to Minnesota. The nearest river crossing is the Stillwater Bridge located between Houlton and Stillwater, approximately seven miles to the north. Residents of Hudson use I-94 to travel to and from the Twin Cities metropolitan area. Others in the nearby region travel to Hudson via I-94 as it is a hub for western Wisconsin with employment opportunities. Retail, industrial, residential, and commercial land uses are located on both sides of I-94 requiring travel across the freeway for goods and services. STH 35 is a principal arterial and critical route in the Hudson transportation network. North of I - 94, STH 35 provides one of the city’s two continuous north/south routes (Carmichael Road is the other located approximately 1.5 miles to the east). STH 35 is also one of three locations in the area to cross the Willow River. STH 35/2nd Street is the main street through downtown Hudson. Source: WisDOT 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-3 East of I-94 Exit 1, STH 35 travels east and then south through Hudson to River Falls. The roadway is a divided four-lane expressway along this segment and has two interchanges in the city of Hudson, one at I-94 Exit 1 and the other at Hanley Road. 4.2.2 Traffic Counts Annual average daily traffic (AADT) counts have been gathered from several locations throughout Hudson. Table 4-1 – Hudson Annual Average Daily Traffic (AADT) Counts 2018 2017 2016 2015 2014 2013 2012 I-94 (W of STH 35N) 89,900 91,200 91,200 88,500 85,300 82,800 88,900 I-94/USH 12 N/A N/A N/A 72,000 N/A N/A 71,200 I-94 (E of 14th Street) N/A N/A N/A 83,200 N/A N/A 79,400 STH 35 (N of I-94) N/A N/A N/A 15,200 N/A N/A 14,300 STH 35 (at 6th Street) 11,000 N/A N/A 12,000 N/A N/A 15,700 STH 35 (S of I-94) N/A N/A N/A 17,500 N/A N/A 17,100 Carmichael (N of CTH UU) 4,900 N/A N/A 5,300 N/A N/A 7,800 Carmichael (N of I-94) 13,100 N/A N/A 12,200 N/A N/A 13,000 Carmichael (S of I-94) N/A N/A N/A 34,200 N/A N/A 32,600 Source: https://wisdot.maps.arcgis.com/apps/webappviewer/index.html?id=2e12a4f051de4ea9bc865ec6393731f8 Major Traffic Generators I-94 is a major element in the Hudson Transportation System and is an origin or destination for many Hudson trips. The volume of traffic on the St. Croix River Bridge in 2016 was 91,000 vehicles per day (MnDOT). East of the Highway 12 interchange (Exit 4), the traffic volume drops by 51,000 vehicles to 40,000 vehicles per day (WisDOT, 2015). This demonstrates the high demand in the Hudson area for access to I-94. Further compounding the congestion problem is the amount of traffic generated in the southwest quadrant of the I-94 and Carmichael Road interchange. Trips are generated by the following land uses: • This area contains almost 300 acres of industrial and manufacturing uses and is a major employment center. A rough estimate of traffic generation from these uses (based on acreage) is 13,000 trips per day. • This area also contains a major commercial area for Hudson, including high traffic generators like fast food restaurants, convenience stores, and major retailers. A rough estimate of traffic generation based on land use is 28,000 trips per day. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-4 • Based on aerial photos, there are about 750 dwelling units which add another 6,000 trips per day. • This southwest area generates over 47,000 trips per day. The City of Hudson has several areas of concentrated commercial and industrial development. The largest of these areas is the Carmichael interchange area. Typical trip generation for a Target store of average size is 6,000 trips per day, while an average size grocery store typically generates up to 5,700 trips per day. The area south of I-94 includes Hudson Memorial Hospital and clinics, Walmart, Home Depot, Menards, Fleet Farm and many smaller retail and industrial uses. The hospital and clinics have visitors, patients and employees which could generate a significant number of trips per day. The industrial parks could generate many trips per day, especially during morning and evening peak hours. North of CTH UU along Carmichael Road is the St. Croix County Government Center and the Hudson Elementary School. The government center includes many of the county government offices and law enforcement facilities. Downtown Hudson, as the city’s central business district, is a major generator of traffic with a concentration of many retail, restaurant, entertainment and commercial/office businesses, as well as city facilities. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-5 4.2.3 Crash Data The illustration below shows the locations of crashes with suspected serious injuries from January 2016 through January 2020. These are concentrated along I-94 and STH 35. No fatalities occurred during this time period. Figure 4-3 – Crash Data (Jan 2016 – Jan 2020) 4.2.4 Transit Transit options existing in Hudson include the following. Specialized Van Transportation The purpose of the Specialized Van Transportation program is to provide transportation to persons 60 and older with disabilities, or the spouses of either. The general public may ride on a "space available" basis. The vans provide transportation to local senior centers / nutrition sites, medical, employment, shopping and social destinations within each community. The fare is $2.00 per round trip with a $.50 discount applied to persons needing transportation to the local senior center to participate in the Senior Nutrition Program. Source: https://transportal.cee.wisc.edu/partners/community-maps/crash/search/BasicSearch.do 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-6 Disabled and Aging Rider Collaboration The ADRC of St. Croix County contracts with ATaxi to provide transportation on Saturdays and Sundays in Hudson or North Hudson to persons over 18 with a disability and individuals 60 and over. 4.2.5 Bridges There are a total of 13 bridges in Hudson that appear in the WisDOT bridge structures database. Six of these are owned by WisDOT, two are owned by Union Pacific Railroad, and five are owned by the City of Hudson – one of which is a pedestrian bridge. State and local bridges are inspected at least once every two years. WisDOT is responsible for all inspections of bridges along the state highway system. Municipalities complete the inspections for bridges along the local roadway. Bridges are rated and categorized in terms of their functional and structural condition. A functionally obsolete bridge is typically older and no longer meets geometric standards, such as having narrow lanes or shoulders. However, this classification does not mean the bridge is unsafe. A structurally deficient bridge generally has an element that needs attention, such as potholes or rust. According to the WisDOT Bridge Database, there are no bridges in Hudson that are s tructurally deficient or functionally obsolete. 4.2.6 Pedestrian and Bicycle Facilities Sidewalks are present throughout the city, most notably in the downtown area. Located along the Saint Croix River, Hudson’s Lakefront Park Trail is a 2.6 mile trail connects downtown Hudson to Afton, MN. A system of signed bicycle routes connects the City’s major parks and school systems with neighboring towns and the county routes. The City of Hudson established a Bicycle/Pedestrian Advisory Committee in 2019 to review the bicycle/pedestrian related issues. This committee will assist with creating a more comprehensive Bicycle and Pedestrian Plan for Hudson. See Figure ___ for a map of pedestrian and bicycle accommodations throughout the city. Figure 4-4 – Pedestrian and Bicycle Map 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-7 4.2.7 Air Transportation Hudson is located near three regional airports. Lake Elmo, Minnesota is less than 10 miles away and is one of the Metro Area reliever airports handling private flights. New Richmond Airport, 15 miles to the north, is the 5th largest regional airport in Wisconsin, averaging 122 flights per day. River Falls Airport, 15 miles to the south, is the smallest of the three. None has scheduled passenger air service. The nearest scheduled air service is Minneapolis/St Paul Internationa l Airport approximately 25 miles southwest of Hudson. Taxi and limo service to the airport are available. 4.2.8 Railroads The Union Pacific Railroad (UP) runs east/west through Hudson for freight travelling between Chicago and Minneapolis/St. Paul. Figure 3 shows the UP line and how it relates to other Wisconsin rail lines. Passenger rail service via Amtrak is available in St. Paul, MN. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-8 Figure 4-5 – Wisconsin Railroads and Harbors 2020 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4-9 4.3 Carmichael Road Corridor Study The City conducted a Corridor Study for Carmichael Road in 2018. It included a review of undeveloped land uses and proposed development, provided traffic forecast volumes for future years 2025 and 2040, evaluated traffic operation with and without the Preferred Alternate Interchange, recommended improvements throughout the corridor, and developed a traffic signal coordination program for the existing signal system to provide some earlier congestion relief. The recommendations from this study should be implemented as funding and need allow. The recommendations include: • Reconstruct the I-94 interchange. • Reconstruct Carmichael Road from Coulee Road to north of Vine Street to provide two through lanes and appropriate turn lanes at all intersections and major driveways. • Complete the 2040 concept for the Vine Street intersection area. • Widen and/or reconstruct Carmichael Road from Vine Street to Oakridge Circle. • Coordinate any improvements needed for development along Carmichael Road with the recommendations from the Corridor Study. • Lengthen eastbound right turn lane on Vine Street at Carmichael Road. • Revise traffic signals on Carmichael Road, to provide uniform left turn phasing and indications consistent with capacity needs. Flashing Yellow left turn arrows should be installed on Carmichael Road at Vine Street and Hanley Road and other locations with protected/permissive left turn signal phasing but only after sight distance and intersection operation are considered. • Revise the Albert Street northbound on-ramp to a one-lane ramp and merge condition. Include a northbound right turn lane to Maxwell Drive. This was part of the St. Croix Meadows development. • Revise Albert Street under the Carmichael Road Bridge which also was part of the St. Croix Meadows development. • Revise the Riverview Drive Intersection and provide for future traffic signals unless the revised St. Croix Meadows development traffic study changes the volumes. • Complete the Carmichael Road Trail between Deer Haven Drive and Vine Street. • Complete the Carmichael Road trail between Albert Street and Coulee Trail. • Revise pavement markings and traffic signal phasing and detection on Hanley Road west of Carmichael Road. • Revise the north entrance to the old golf course parking lot. • Revise the pavement markings and traffic signal phasing and detection at Crest View Drive and Gateway Boulevard. • Make the changes to pedestrian facilities and crosswalks. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4- 10 4.4 Relationship to State and Regional Transportation Plans 4.4.1 Connections 2030 Connections 2030 is a WisDOT multimodal plan developed in 2007. The Plan breaks down the transportation system into “System Level Priority Corridors” with the Chippewa Valley Corridor serving the Hudson area. This 80-mile corridor is part of a major passenger and freight corridor linking the Twin Cities, southern Wisconsin and Chicago, IL. It also provides critical economic links for the growing west central Wisconsin region, as well as Green Bay and the Fox Valley, to the fast growing Twin Cities metro area. St. Croix County is one of the fastest growing counties in the state as it becomes part of the extended Twin Cities metro area. The corridor includes the Wisconsin Veterans Memorial Highway (I-94 from the Illinois/Wisconsin state line to the Minnesota/Wisconsin state line). It also includes the urban and urbanized areas of Hudson, River Falls, Menomonie and Eau Claire. The Plan’s future vision calls for “continued and enhanced [bicycle and pedestrian] accommodations and linkages along and across facilities.” It also promotes, “ Maximized preservation and maintenance of infrastructure and continued user efficiency and mobility, including improved traffic movement, along I-94, USH 53, STH 29 and STH 35.” 4.4.2 WisDOT: Six-Year Highway Improvement Plan 2020-2025 The Six-year Plan identifies planned projects and represents WisDOT's best estimate of when projects will be ready for letting. The following WisDOT projects are planned in or near Hudson from 2020-2025: I-94 from Hudson to Baldwin • Travel Information Center • Safety Weight Enforcement Facility (SWEF) • Resurfacing from CTH U to West Junction STH 65 • Paved shoulders and rumble strips STH 35 (Second Street) Reconstruction Five main projects are scheduled in Hudson in 2021. General improvements to STH 35 will include: • Road resurfacing, reconstruction and concrete repair • Reconstruction or replacement of curb and gutter, including curb ramps • Replacement of storm sewer systems • Removal of median islands, realignment of left-turn lanes, new traffic signals and extension of the northbound right-turn lane at the Coulee Road/Buckeye Street intersection • Addition of a two way left-turn lane between Sommers Street and North End Road • Resurfacing of the Lake Mallalieu Bridge • Addition of an on-street bicycle route spanning from Buckeye Street (west of STH 35) to 1st Street, looping back to STH 35 via River Street • Water, sanitary and lighting improvements in the city of Hudson 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4- 11 The specific work scheduled for each of the five projects is listed below. Front Street to Vine Street • From Front Street to Coulee Road, concrete joint repairs will be performed. • The City of Hudson will also replace sanitary sewer in this area. • From Coulee Road to Vine Street, crews will grind down the existing pavement and resurface the road. • The City of Hudson will also replace street lighting in this area. • Sidewalk access will be restricted during street light replacements. • Curb and gutter will remain in place in this area, with the exception of new curb ramps . • Traffic signals at the Coulee Road intersection will be replaced. Coulee Road/Buckeye Street Intersection • T his is a Highway Safety Improvement Program (HSIP) project. • Median islands will be removed. • Left-turn lanes will be aligned and the northbound right-turn lane will be extended. Vine Street to Willow River • STH 35 will be reconstructed with concrete pavement in this area. • Curb, gutter and storm sewer will be replaced during reconstruction. • The sidewalk in this area will remain, with the exception of curb ramp and driveway apron improvements. • The City of Hudson will replace water lines and sanitary sewer in this area. • New sidewalk will be required to accommodate this work. • The profile of WIS 35 will be lowered under the railroad overpass to allow for greater clearance. Lake Mallalieu Bridge to Sommers Street • WIS 35 will be reconstructed with concrete pavement in this area. • Curb, gutter and storm sewer will be replaced during reconstruction. • The sidewalk in this area will remain, with the exception of new curb ramps and driveway aprons. • The Lake Mallalieu/Willow River Bridge will be resurfaced. Sommers Street to North End Road • This is a Highway Safety Improvement Program (HSIP) Project. • Resurfacing with a two-way left turn lane addition. • Curb and gutter will be replaced and the road will be widened on the east side of STH 35. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4- 12 4.5 Assessment of Future Needs As we look at future needs, reinvestment is needed to maintain and improve existing transportation systems. Future infrastructure needs identified by the City include: • Reconstruction of Carmichael Road, with a divided 4-lane urban highway between I-94 and Vine Street, with intersection and safety improvements. • Reconstruction of Carmichael Road between Vine Street and Burl Oak Curve as a two- lane undivided roadway. • Reconstruct the I-94 Exit 2 interchange at Carmichael Road. Partnership with WisDOT is imperative as the interchange is owned and manage by WisDOT. • • Going forward regionally within the planning horizon, we are going to continue to see development and increased use of electric vehicles. Nationally, we are seeing a trend to increase the availability of charging stations. This is likely something the City can accommodate if the need arises with relatively minimal efforts. We are also seeing private businesses and industries supplying these as a means to increase foot traffic. Driverless vehicles are a “futuristic” approach to driving that is actually already being implemented in specific locations throughout the United States. Estimates vary greatly as to when this technology will actually be widespread and available, ranging from five to 20 years. Companies like Google, Tesla, and Uber are actively creating their versions of autonomous vehicles. Some of the pros and cons to this technology include: • Pros: fewer serious accidents, better traffic flow • Cons: increase in vehicles, privacy, and convenience; people may commute longer distances It is important to consider the future impacts of this technology and to stay tuned- in to the infrastructure needs that these transportation improvements will require. Few planning elements will impact how connected a community is more than transportation. Having a designed, accessible, and maintained transportation network – both motorized and non- motorized – is an important component to maintain economic vibrancy, attractive neighborhoods, and creating steady market-demand throughout the community. Particularly in higher density areas or reasonably confined geographic areas, having non-motorized options, including pedestrian/on-street trails, sidewalks and/or bicycle options available will help to increase the social cohesion and integration, and will lead to a more engaging quality of life as neighbors interact with one another more. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4- 13 4.6 Potential Funding Sources for Transportation Several loan and grant funding programs may be available to help the City of Hudson fund municipal infrastructure projects including the following. 4.6.1 Wisconsin DOT Programs • Congestion Mitigation and Air Quality Improvement Program (CMAQ) – Program to enhance public transit, bicycle/pedestrian facilities, ridesharing programs and facilities, and technologies that improve traffic flow and vehicle emissions. • County Highway Improvement Program (CHIP) & Discretionary Improvement Program (CHIP-D) – Funding program for County highway projects. • Highway Safety Improvement Program (HSIP) – Program to fund low-cost safety improvements that can be implemented quickly. • Local Bridge Improvement Assistance Program – Program to assist with funding bridges not on state trunk highways or connecting highways with sufficiency ratings of 80 or less. • Local Roads Improvement Program (LRIP) – Program for deteriorating highways, town roads, and city/village streets. • Municipal Street Improvement Program (MSIP) and Municipal Street Discretionary Improvement Program (MSIP-D) – Funding program for road improvements for cities and villages. • Surface Transportation Program - Rural (STPR) – Funding program for road functionally classified as principal arterial, minor arterial, or major collector, and highways outside of urban areas (usually for county highways). • Transportation Alternatives Program (TAP) – Program to develop non-motorized improvements. • Transportation Economic Assistance (TEA) – Funding assistance for road and storm sewer related to business creation and expansion. 4.6.2 Wisconsin Department of Natural Resources (WDNR) Programs • Motorized Stewardship Grants [ATV Trail, UTV Trail, and Snowmobile Trial Aids] – Funding to acquire, insure, develop and maintain ATV/UTV trails, areas and routes, as well as well-signed and well-groomed snowmobile trails for public use and enjoyment. • Recreational Trails Aids Program (RTP) – Funding program for: o Maintenance and restoration of existing trails; o Development and rehabilitation of trailside and trailhead facilities and trail linkages; o Construction of new trails (with certain restrictions on federal lands); and o Acquisition of easements and fee simple title to property for recreational trails or recreational trail corridors (must comply with the provisions of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended). 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 4- 14 4.7 Goals, Objectives, and Policies The following goals and objectives were developed as part of the 2009 Comprehensive Plan: 1. The transportation system should be planned, designed and constructed to accommodate future travel demand. 2. Work cooperatively with neighboring communities, St. Croix County, WisDOT and Minnesota agencies to plan the Hudson area transportation system. 3. Resolve the traffic congestion and circulation issues adjacent to and across the I -94 corridor. 4. Develop an overall transportation plan for residential growth that accommodates roadway needs across development boundaries. 5. As new development and redevelopment occur throughout various areas of the city, consider opportunities to combine driveways and modify intersections and street designs to improve traffic flow and safety in accordance with the functional classification of the primary roadways. 6. Require new development and redevelopment to provide an adequate system of local streets while limiting direct access to roadways consistent with functional classification in order to maintain safe and efficient operations on these roadways. 7. Use the Context Sensitive Solution process to address transportation concerns throughout the city. This is particularly important for the Downtown, historical areas and residential neighborhoods of Hudson. 8. Partner with the appropriate agencies to pursue transit alternatives for Hudson and St. Croix County. The following goals were noted in the 3/2/2020 Bike/Ped Committee Meeting Minutes: • Train individuals to better understand bicycle safety. • Promote more walking and bicycling trips. • Separate bicycle and motor vehicle traffic in hazardous locations (Carmichael Road and Crestview Drive) through alternate trail routes. • Extra 4-5’ width should be provided in road construction plans in locations where bicyclists are anticipated. • Create pedestrian and non-motorized connections to parks ad to existing and future neighborhoods. • Connect neighborhoods to schools. Some additional policies that may be valuable to include in future planning include: • Improve existing routes before building new • Address the issue of limited north/south routes • Improve connectivity for vehicles, bikes, and pedestrians 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-1 5 Utilities and Community Facilities Element 5.1 Introduction Residents and businesses in the City of Hudson are served by a diverse set of public and private utilities and other service providers. Wisconsin’s Smart Growth Law requires that comprehensive plans describe current utilities and public facilities, and provide guidance concerning the future need for new services or the rehabilitation of existing ones. Hudson’s quality of life is enhanced by outstanding and reliable utilities and services. These help to make Hudson a good place for residents and businesses alike. The City will continue to maintain a high standard of service for those utilities, services, and facilities under its direct management, and will work with others to ensure that they are supported in continuing to deliver quality service to their customers. 5.2 Existing Conditions 5.2.1 Utilities Responsibility for Hudson’s water and wastewater systems lies within the City of Hudson’s Utility Department. The department maintains the distribution and collections systems, water production, the water treatment plant, water storage facilities, and the wastewater treatment plant. The City’s Department of Public Works maintains and operates the stormwater collection system and stormwater management best practices. Water Supply and Distribution The existing water supply and distribution system is owned and operated by the Hudson Water Utility. Approximately 52 percent of the total water pumped in 2016 was attributed to residential users, 30 percent to commercial users, 4 percent to public/other users, and 14 percent as non- revenue water in 2016. Non-revenue water includes water lost due to main breaks. Looking at per capita water use from 1997 to 2016, residential water use has varied from 64 gallons per capita per day (gpcd) in 2010 to 81 gpcd in 2007. In the most recent drought year (2012), residential water use was approximately 74 gpcd. In the years since 2012, with higher rainfall and more emphasis on conservation, residential water use has been on the range of 65 to 70 gpcd. Commercial water use experienced a similar pattern to residential water use. Public water use is relatively constant on a per capita basis. Non-Revenue water varies widely depending on the specific challenges faced by the utility on any given year. Records indicate that in 2016, the average day total water pumped was about 2.22 million gallons per day (mgd) with a maximum day total water pumped about 5.47 mgd. The maximum day to average day ratio (MD:AD) is 2.47. A map of the water system is presented below. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-2 Figure 5-1 – Water System Map from 2019 Comprehensive Water System Plan 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-3 All facilities are owned by the Utility except for the service pipes located between the customer’s building and the curb stop. These service pipes are privately owned by each individual property owner. However, the water meters located in each customer’s building are owned by the Utility. Figure 5-2 – Private / Public Water Lines Distribution System Hudson’s water system serves both the City of Hudson and the Village of North Hudson, consisting of approximately 100 miles of pipe. The Village of North Hudson owns, and is responsible for, its mains and hydrants. The City of Hudson Utility owns the wells, treatment plants, and towers. The City of Hudson and Village of North Hudson systems are designed to be “stand alone” as far as day to day operations, but, in the event of emergency, the two systems have the capacity to provide water flow between to each other. Overall, the water supply and distribution system is in good to excellent condition. However, the distribution system has some undersized water mains in the older parts of the City. The oldest parts of the system date back to 1890, and are now over 130 years old. Most of these undersized lines are 4 and 2 inches cast iron mains, with galvanized services. Many of the oldest mains have already been replaced and the Utility continues to replace these mains concurrent with street reconstruction projects. Additional valves are also being added in the older parts of the system to better control the system during a shut down. Newer water mains are typically constructed of ductile iron materials with copper service pipes. According to the Hudson Water Department, no significant pressure or flow problems are currently occurring in the system, although the older parts of town with the smaller distribution pipes should be upgraded to larger sizes to improve available fire flows. Static pressures typically range from 43 to 100 pounds per square inch (psi). Static pressures between 35 and 100 psi are generally considered to be acceptable. Source: Wisconsin Department of Natural Resources 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-4 A Comprehensive Water System Plan was completed in 2019 and identified two system expansion options. Option A would use the existing high pressure zone to serve future water service expansion areas, while Option B would add a new high pressure zone “Hudson High 2” to serve a portion of the existing high zone, as well as the future expansion areas. The Plan’s recommendations include the following: 1. One or two new wells up to 1,200 gpm capacity in total may be required by year in the Hudson High zone by Year 2040. 2. 500,000-1,000,000 gallons of additional storage may be required by Year 2040. 3. Increased capacity upgrades and reliable power upgrades at booster stations may reduce the amount of storage needed. 4. Smaller diameter mains exist which should be replaced with larger mains. In order to facilitate growth of the community, water system facilities may be required to be constructed in order to facilitate the additional water needs of the community. Up to two new wells and one new storage tank were recommended to accommodate the future growth. In addition, a new pressure reducing valve is recommended to assist the Village of North Hudson with available flow for fire protection. Wells The water supply for Hudson’s Utility is obtained from eight wells in Hudson and North Hudson which obtain ground water from the Jordan Sandstone Aquifer. No surface water is used in the system at the present time. Maximum capacity per day is currently 9.7mgd/day, and firm capacity (system capacity with largest well out of service) is 8.2 mgd/day. The Hudson Water Utility plan is to continue to obtain water from groundwater resources. However, this does not preclude using surface water at some point in the future, if necessary. Some communities along the St. Croix River have utilized river water to supplement their firefighting capabilities. The Town of Troy has a dry hydrant that can be used to pump water from the river for fire protection. Storage The water system consists of four pressure zones, including two high pressure zones and two low pressure zones. The two high pressure zones have identical pressure range, as do the low pressure zones. Accordingly, the system effectively functions like a two pressure zone system, with a single high zone and a single low zone. Each pressure zone has its own storage, supply and distribution facilities. The storage facilities are reservoirs used to store water for usage during emergency and peak demand conditions. The existing storage facilities consist of one above ground reservoir and six elevated tanks. They have a combined storage capacity of 3.5 million gallons. The system has two booster stations in the Hudson low pressure zone that pump into the high pressure zone. Three booster stations in the North Hudson low pressure zone pump into the Hudson North high pressure zone. Five pressure sustaining valve stations are used to boost and maintain the required pressure and flow in the lower pressure zones. In the short term, the system has sufficient storage. By 2040, up to 420,000 gallons (rounded to 500,000 gallons) may be required as development occurs. Water Quality and Treatment Because of the naturally occurring iron and manganese in the water from the Jordan Sandstone Aquifer, the Utility controls these substances by using filtration equipment installed at the wells. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-5 The Utility monitors water quality at the wells and water treatment plants, as well as throughout the distribution system to ensure a safe water supply. Current water treatment practices remove iron and manganese minerals, dissipate radon gas, and disinfect to prevent bacterial or viral contamination. An annual report is compiled by the Utility, summarizing all water quality results throughout the year. Wastewater Collection and Treatment Collection System The existing wastewater collection system is presented in Figure 5-3, and consists of a series of pipes, manholes, lift stations and force mains that convey wastewater to the Wastewater Treatment Plant (WWTP). The service pipes from the customer’s building to the lateral pipe located in the street are not owned by the City, but are owned and maintained by the property owner. Everything else downstream of these service pipes are owned and maintained by the City. Hudson’s collection system serves both the City of Hudson and the Village of North Hudson. The City conveys and treats flows from the Village of North Hudson. In the overall system, m anholes provide access to the pipe network for cleaning and inspection. There are also 15 lift stations with force mains which pump wastewater from low points in the system up to higher elevations where the wastewater can then continue to flow by gravity toward the WWTP. The City of Hudson’s collection system is generally in good condition. The older pipes within the system are constructed of clay, and the newer pipes are typically PVC (plastic). The older manholes are constructed of masonry materials (brick or block), and the newer manholes are constructed of precast concrete. The oldest parts of the collection system date back to 1890, and are now over 130 years old. These areas should be considered for reconstruction when the streets above the pipes are next resurfaced. The City completed its most recent Comprehensive Sanitary Sewer Plan (CSSP) in 2019. The plan stated that the majority of existing trunk lines in the City are adequately sized for ultimate design conditions. However, the City should look further into pipe upsizing, particularly in its central downtown area where smaller sanitary pipes lead to a bottleneck effect leading up to the wastewater treatment facility. Additionally some lift station pumping capacities should be considered for further upsizing in order to better handle existing and future flows. The location of the WWTP is on the west edge of the system, whereas much of the growth is occurring on the east and south edges. This results in a typical capacity concern which occurs in many wastewater collection systems. Growth located in the newer parts of the system generates additional wastewater which must be conveyed through the older parts of the system to the WWTP. Unfortunately, the older parts of the system were sized and constructed many years ago and now have a limited capacity. Detailed recommendations for capital improvements to the system over the next ten years are outlined in the CSSP. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-6 Figure 5-3 – Sanitary Sewer System Map from 2019 Comprehensive Sanitary Sewer Plan 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-7 Wastewater Treatment Plant The current WWTP is located at 329 Front Street. The WWTP treats wastewater from the City of Hudson and the Village of North Hudson. It was constructed in 1959, with notable upgrades occurring in 1980, 1995 and 2000. A major upgrade is planned to begin in 2020. The wastewater treatment process consists of fine screening and grit removal, primary sedimentation, biological oxidation through the trickling filter process, final sedimentation, chlorination disinfection, and separate anaerobic digestion of sludge. The treated effluent is discharged to the Lake St. Croix portion of the St. Croix River through an outfall pipe. Screenings are bagged and hauled to a landfill and digested sludge is also hauled to a landfill. The City completed a Wastewater Facility Planning Study in 2019. The City initiated the preparation of this Facilities Plan for the wastewater treatment facility in order to address key concerns surrounding the age and condition of their existing wastewater treatment infrastructure. The report discusses the existing wastewater treatment facilities, projected 20- year wastewater flow and organic loading conditions, future wastewater needs and costs of alternatives to meet those needs. The infrastructure of the plant is currently designed to treat 2.2 million gallons per day (mgd) average annual flow, with a peak flow capacity of 4.8 mgd. The current average flow at the plant is approximately 1.4 mgd. It is projected that the current WWTP’s design capacity is greater than the projected flows and loading at the design year of 2040. Therefore improvements to the existing facility are recommended without expansion. Improvements recommended to meet the current and future needs of the facility are the following: • New preliminary treatment and grit removal processes. • New aeration blowers and diffusers for improved efficiency and to replace aged equipment. • Final clarifier improvements for prolonged service life and to reduce icing issues in the winter. • Re-purpose chlorine contact basin for ultraviolet disinfection. • Replace aging DAFT tank, process equipment, associated pumps, piping and valves. • Improve ability to decant in secondary digester tank for increased biosolids storage capacity. • Replace aged odor control equipment for prolonged service life. • Miscellaneous valve, piping, and pump replacement of aging equipment. • Miscellaneous architectural and HVAC improvements. Sewer Service Area In 1998, a report entitled “Hudson Area Urban Sewer Service Plan for 2020” was prepared and approved by the Wisconsin Department of Natural Resources. The report was prepared by the Hudson Area Urban Sewer Service Planning Committee and the West Central Wisconsin Regional Planning Commission. A 2020 Sewer Service Area (Service Area) is included in the 1998 report, and is generally described as extending south to Tower Road, east to STH 35, and north to the vicinity of Little Falls Lake. The Service Area contains approximately 9,525 acres. The report outlines growth and development trends, goals and policies, and other valuable information related to the wastewater collection and treatment systems. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-8 Stormwater Management System Description The existing stormwater management system is presented in Figure 5-4, and consists of a series of pipes, manholes, ponding areas, ditches, culverts, lift stations, and force mains that convey stormwater to designated areas in order to prevent flooding. The primary function of a storm drainage system is to minimize property damage and inconvenience due to periodic flooding of streets, basements and other low-lying areas and provide stormwater treatment to reduce pollutants in stormwater runoff. Unlike the municipal water and wastewater systems, the stormwater management system discussed in this Plan serves only the City of Hudson. The Village of North Hudson owns and operates its own stormwater management system. The City of Hudson’s stormwater management facilities are generally in good to excellent condition. Most of the newer stormwater lines are constructed of reinforced concrete pipe, and the manholes are constructed of precast concrete. In the older parts of the City, some manholes may still be constructed of brick or block materials. These structures are considered for reconstruction when the streets are resurfaced. Currently, there is one stormwater pumping station in the system, located at a ponding area located on the south side of Brecken Drive, near the intersection with Carmichael Road. This pumping station operates only when water levels in the pond become high enough to require pumping. The water is pumped north to an existing ponding area located near the intersection of Hanley Road and O’Keefe Road. The City’s drainage is generally from east to west toward the St. Croix River and south to north toward Lake Mallalieu. The locations of these water bodies are on the west and north sides of the system, whereas most of the growth is occurring on the east and south sides of the system. Growth located in the newer parts of the system generates additional water runoff which must be conveyed through the older parts of the system to the downstream receiving waters. The older parts of the system were sized and constructed many years ago and now have a limited capacity. For this reason, it is important to control runoff from new development sites in accordance with the City’s stormwater standards and ordinances so as not to overload the older downstream facilities. Applicable Stormwater Studies  Comprehensive Surface Water Management Plan (1992 and 1999) A Comprehensive Surface Water Management Plan was completed in 1992 which outlined the stormwater management guidelines for the City and provided recommendations for locations and sizes of future stormwater facilities. Since the 1992 Plan was completed, much of the growth in the system has been to the south and southeast, specifically in the area south of I -94 and west of STH 35. In 1999, an update to the 1992 Plan was completed to address this southeasterly area, entitled “Surface Water Management Plan Update for the Stageline Road District”. Both the 1992 Plan and the 1999 Plan Update have been used as effective tools for the planning and construction of stormwater facilities in the City. These plans identify the future stormwater facilities that are anticipated to be needed as development continues. In addition, detailed design information and standards are listed for the guidance of both the City and potential developers. Ponding areas are to be designed for 10 0- 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5-9 year storm events. Other guidelines for construction of ponds, overflows, freeboard requirements, etc. are also listed.  Lake Mallalieu Stormwater Assessment Final Report (2008) Another study, “Lake Mallalieu Stormwater Assessment Final Report”, was completed in 2008. This study provided direction to the City in reducing pollutant loads from the City’s storm drainage system to Lake Mallalieu. Four different discharge locations along Lake Mallalieu were studied, and options were discussed for reducing the pollutant loads at these locations. Some of the options for this area include detention basin construction, stormwater infiltration features, installation of hydrodynamic separators, increased street sweeping, additional public education, and fertilizer control.  MS4 Compliance Documents (2018) When the 2010 Census data was published for the City of Hudson, the City’s population exceeded 10,000 and therefore the City was required to apply to be permitted under the WPDES (Wisconsin Pollutant Discharge Elimination System) MS4 (Municipal Separate Storm Sewer System) General Permit from the Wisconsin DNR. The permit contains requirements for the following: • Public Education and Outreach • Public Involvement and Participation • Illicit Discharge Detection and Elimination • Construction Site Pollutant Control • Post-Construction Stormwater Management • Pollution Prevention Practices for the Municipality • Developed Urbanized Area Standard • Impaired Waters To comply with the requirements of the permit the City completed the following: • Created ordinances for erosion control, post-construction stormwater management and illicit discharges. • Completed GPS locating and GIS mapping of the storm sewer system • Developed stormwater pollution prevention plans (SWPPP) for City Department of Public Works facilities. • Completed a Stormwater Quality Management Plan, which includes modeling and reporting to show compliance with a 20% reduction in total suspended solids and a 54% reduction in total phosphorous. • Completed a Stormwater Management Plan, which developed policies and documents for tracking program compliance. Stormwater Utility A stormwater utility ordinance (Chapter 241) was adopted by the Common Council in 2012. As stated in the Findings section of the ordinance, “The Common Council finds that the management of stormwater and other surface water discharge within and beyond the St. Croix River and other bodies of water within the City of Hudson is a matter that affects the health, safety and welfare of the City, its citizens and businesses and others in the surrounding area.” The stormwater utility is 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 10 a way to distribute some of the costs for stormwater management more evenly amongst the producers of stormwater runoff. Operation and Maintenance The Public Works Department is responsible for operation and maintenance of the storm sewer collection system and maintaining the functionality of stormwater best management practices (BMPs), such as wet ponds, infiltration basins, and bioretention facilities. The storm sewer collection system is updated during street reconstruction projects or on an as-needed basis. The Stormwater Management Plan completed for compliance with the MS4 Permit established a policy and tracking procedures for maintaining BMPs. Electrical Power and Natural Gas Utilities Xcel Energy is the primary provider of electric and gas service to residents and customers in Hudson. Dams The Lake Mallalieu dam, located at the confluence of Lake Mallalieu and the St. Croix River, controls the elevation of Lake Mallalieu and is operated and maintained by the Wastewater Treatment Department. Telecommunications A number of companies are available to provide telecommunication and internet services to City residents and businesses. City of Hudson residents receive their landline telephone service from AT&T while Comcast/Xfinity is the sole provider for cable television service. Sprint owns a fiber optic cable that runs along the railroad corridor. The City does not currently own or operate any communication facilities. However, the Water Utility leases space on their water towers to communications companies for the purposes of mounting antenna. Other private companies provide numerous alternatives for conventional, cellular, and VOIP telephone services within the City of Hudson. Internet services are provided to most customers by companies offering DSL, cable, or Wi-Fi services. These companies include AT&T, Comcast/Xfinity, EarthLink, Viasat, Baldwin LightStream, Northwest Communications, and HughesNet. A few areas of the City do not have internet service. Figures 5-4 and 5-5, maps from the Wisconsin Public Service Commission (PSC), identifies where broadband services are available in the City along with the level of speed available. Areas without broadband service are depicted in grey on Figure 5-4 and in blue on Figure 5-5. The areas without broadband and areas with a broadband speed of less than 3.0 Mbps present limitations to residents and businesses in the City. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 11 Figure 5-4 – Wisconsin Broadband Map Figure 5-5 – Wisconsin Broadband Map – Unserved Areas 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 12 5.2.2 Communities Facilities Municipal Services and Facilities Buildings owned and maintained by the City of Hudson vary greatly in age and condition, as well as function. Sound and functional buildings with adequate space are a necessity to provide high quality services to the citizens of the community. The purpose of this section is to summarize the buildings which are currently under ownership by the City, review the existing condition of these facilities, identify potential future needs, and list goals and policies that relate to city buildings. Administrative, Public Works, and Emergency Services The administrative, public works, and emergency services buildings owned and maintained by the City of Hudson are identified below. City buildings related to other departments such as Parks, Water and Wastewater are covered independently in other areas of this Plan. Administrative (City Hall) The City’s administrative offices are housed at City Hall, which is located at 505 Third Street. The building was originally constructed in 1927 of masonry construction, and underwent renovation in 1994 which included an addition to the building. City Hall houses the administrative functions of the City. This includes City Administration, Clerk, Utility Billing, Finance, Community Development, Building Inspections, Municipal Court, Property Assessment, and Engineering. City Hall is generally in fair condition but lacks space for future expansion and, of the three floors, need relatively significant remodeling. Mechanical heating and cooling improvements are needed, updates to the layout of each floor, as well as updates to lighting, technology, and security systems. Public Works The primary Public Works facilities include the Public Works East Garage, the Public Works West Garage (former Bus Garage) and the Buckeye Garage. Public Works East Garage The Public Works East Garage is located at 1520 Second Street, which serves as a maintenance garage for City vehicles, and also provides storage for salt and sand. This facility is generally in poor condition. Existing deficiencies include the lack of space, structural cracking in the walls, inadequate ventilation, and the need for a new roof. Other site challenges include its location in a residential area, the steep access drive and not having sanitary sewer available at the site. Public Works West Garage This location is the former bus garage located at 1425 Second Street. The site is used for public works maintenance and storage, Fire Department storage, and also as a Police Department impound area. This building is an insulated metal structure with steel framing. It is generally in poor condition. The floor is partially asphalt and partially gravel. The building is not connected to City water and has a well, but the water quality is poor. Two used motor oil furnaces were installed to heat the building, and several garage doors were recently installed. Ward Avenue Building This location was formerly utilized by the Hudson Golf Club. The facility is in a convenient location in the center of the City and directly adjacent to the newly constructed Hudson Fire 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 13 Station. There are two insulated steel buildings on site. The larger facility is utilized for both storage and operations by the Public Works Department with the second facility used for storage by the Police and Fire Departments. Both buildings are in great shape and will serve the City for the next 20+ years with little to no maintenance. Emergency Services (Police and Fire) The primary buildings being used by the Police and Fire are the Library and the Public Safety Building. A new Fire Station on Ward Avenue is under construction and will be fully operational in summer 2020. Police Department (101 Vine Street) In 2008 the Police Department moved from the basement of City Hall to its current location at 101 Vine Street. The building is shared with the Hudson Area Library. At that time, the space was renovated to accommodate the size of the department at 2008 levels. Since that time, the police department has grown to 32 full time employees, and there is minimal space to grow within the current building. An additional renovation was conducted in 2018 and there is enough space for one additional renovation to accommodate the growth of two more officers. Further growth would require a new building. Public Library Citizens of Hudson and the surrounding areas have access to the Hudson Area Public Library located at 700 1st St, Hudson, WI 54016. The Hudson Area Library is in partnership with the City of Hudson, Village of North Hudson, and the townships of Hudson and St. Joseph. K-12 Schools The Hudson School District serves over 5,500 students in grades pre-Kindergarten through grade 12. It includes six elementary schools with grades pre-K through grade 5, one middle school with grades 6-8, and one high school with grades 9-12. These Hudson public schools cover approximately 77 square miles, including all or parts of the City of Hudson, the Village of North Hudson, and the Townships of Hudson, St. Joseph, and Troy. Table 5-1 below lists the Hudson School District K-12 schools. Table 5-1 – Hudson School District K-12 Schools and 2019 Enrolment There are two private grade schools in Hudson. Both serve students pre-kindergarten through grade 8. Table 5-2 provides a list of these schools. School Name Location 2020-2021 Student Enrollment EP Rock Elementary 340 13th Street S, Hudson, WI 450 Houlton Elementary 70 Houtlton School Circle, Hudson, WI 238 Hudson High School 1501 Vine Street, Hudson, WI 1,850 Hudson Middle School 1300 Carmichael Road, Hudson, WI 1,205 Hudson Prairie Elementary 1400 Carmichael Road, Hudson, WI 498 North Hudson Elementary 510 Lemon Street N, Hudson, WI 285 River Crest Elementary 535 County Road F, Hudson, WI 367 Willow River Elementary 1118 4th Street, Hudson, WI 321 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 14 Table 5-2 – Hudson School District K-12 Schools Home School According to the Wisconsin Department of Public Instruction, as found on the department’s website, enrollment for Home Based Educational Program for Hudson totaled 153 students for the 2018-2019 school year which equals 2.73% of public enrollment. The program does not count pre-kindergarten or kindergarten students in its enrollment totals. Higher Education Facilities Hudson is in close proximity to a diverse offering of higher education institutions in both Wisconsin and Minnesota. Within Hudson itself, there is a branch of University of Wisconsin River Falls (UW River Falls) called UW River Falls Center located at 2501 Hanley Rd STE 200. River Falls, Wisconsin, 15 miles away, offers UW River Falls as well as a branch of Chippewa Valley Technical College. New Richmond, Wisconsin, 20 miles away, offers Wisconsin Indianhead Technical College. Menomonie, Wisconsin, 45 miles away, offers UW Stout. In addition to these, Hudson is next door to Minneapolis and St. Paul, Minnesota that have a multitude of private and public higher education institutions, most notably the University of Minnesota which is about 30 miles away. Solid Waste and Recycling All City of Hudson single family residences, duplexes, triplexes and fourplexes, are required to use the City-contracted refuse collection company Advanced Disposal (formerly Veolia Waste Services). [Include a section / goal addressing a compost site?] Hudson’s Waterfront and Marina Hudson’s waterfront is an asset to adjacent residences and businesses, and is a destination for community members and visitors to relax, fish and recreate. The City’s Lakefront Park is the primary public park along the shores of the St. Croix River in Hudson. The City operates a public boat launch at Lakefront Park and one on Lake Mallalieu. Located on the St. Croix River, the St. Croix Marina was established in 1981 as a condominium association of individual slip owners. The marina offers a full featured marine service center, a retail store, gasoline sales, and rental of transient slips. A Vision Plan was developed for Hudson’s waterfront in 2018 which established a consensus plan for the development of lands and amenities along the St. Croix River. Key components of the Plan include the following. School Name Location 2019-2020 Student E nrollment St. Patrick’s School 403 Saint Croix Street, Hudson, WI 313 T rinity Academy 1205 6th St, Hudson, WI 311 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 15 • Relocation of the St. Croix Sailing School and new sailing beach with kayak and canoe launch. • Renovated boat launch. • Addition of transient docks with stepped shoreline for improved shoreline access and better aquatic habitat. • Transformation of the Buckeye Garage into a community center outdoor garden. • Improvements to Walnut Street to provide flex space that can transform into a public plaza. • Addition of overlook terraces, an adventure playground, and floating boardwalks. • Addition of a rowing dock, a boathouse and storage facility for the Rowing Club. • Renovation of the existing excursion dock to accommodate larger vessels and a dingy storage dock. • Improvements to the Old Troll Bridge Road with visitor improvements including a destination building. Primary recommendations from the Vision Plan include prioritizing and identifying a demonstration project, developing implementation and funding strategies and starting the preliminary engineering and permitting process. Parks and Recreation Situated along the St. Croix River in central Wisconsin, the City of Hudson has a breathtaking geographical location with many natural resources to offer its residents and visitors. Outdoor recreation is very important to the Hudson community and has always been a key factor in its future planning. The City of Hudson’s Parks and Outdoor Recreation Plan 2015-2020 includes a thorough inventory and description of the City’s outdoor recreation areas as well as an assessment of future needs and plan to achieve them. It may be referenced for additional information concerning the City’s parks and outdoor recreation. The Plan is currently being updated to plan for the next five-years, 2020-2025. Parks offer people a sense of place and the opportunity to enjoy the outdoors while allowing them to find solitude or spend time interacting with the natural environment, their families, and other members of the community. Recreation is an essential part of life and is often neglected due to busy lifestyles. It is important that residents are given adequate recreational opportunities and programs that take into account a wide range of needs and wants. These needs cover the spectrum of active recreation like softball and biking and passive recreation such as bird watching, photography, and picnicking. The Wisconsin Statewide Comprehensive Outdoor Recreation Plan (SCORP) provides descriptions of the park types that exist in the Hudson area and are described below. Table 3 that follows is an inventory of the numerous parks and outdoor recreation areas in Hudson. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 16 Name Access Acres Neighborhood Playground E. P. Rock Elementary Public 10 Prairie Elementary Public (1) River Crest Elementary Public 40(2) St. Patrick School P rivat e 3 Trinity Academy P rivat e 3 Willow River Elementary Public 1.5 Neighborhood Park Anderson Park Public 2 Burton Field Public 2 Coon's Hill Park Public 10 Vine Street Square Public 5 Webster Park Public 2 Williams Park Public 4 Community Park Birkmose Park Public 27 Grandview Community Park Public 53.5(3) Lakefront Park Public 20 Prospect Park Public 35 Weitkamp Park Public 20 Linear Park Lakefront Park (north of the bathhouse to St. Croix Street) - - Trail system from Vine Street to Grandview Drive (through Coon's Hill Park) - - Special-Us e Park Corky's Pier (Lake Mallalieu public boat access) Public - Meadows Park (two acres with picnic pavilion and three parking stalls and eight acres of natural state) Public 10 Orange Street access (non-motorized boat access to the St. Croix River) Public - Proehl's Point (non-motorized boat access to Lake Mallalieu) Public - Woodland Addition (undeveloped) Public 3.8 Royal Marine Boat Launch P rivat e - St Croix Marina P rivat e - Red Cedar Canyon P rivat e 45 Heritage Greens P rivat e 3.5 Stonepine P rivat e 0.33 Hazelcrest P rivat e 1 St Croix Heights P rivat e 0.4 YMCA Semi-Private 11 Conservacy Weitkamp Park (western part) - - School Park High School Public 7 Middle School (with Prairie Elementary) Public 40 School Forest and Nature Area (at High School) Public 10 Source: City of Hudson Outdoor Recreation Plan 2015-2020 Table Notes (1): Included with the Middle School. Table Notes (2): Includes a Nature Area. Table Notes (3): 14 acres developed jointly with Hudson School District. Table Notes (4): See City of Hudson Outdoor Recreaction Plan for more information. Table 5-3 – Recreation Areas Inventory 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 17 The City of Hudson does not offer recreational programming, rather, private organizations throughout the region fill this role. Hudson has several private recreational organizations including the YMCA, the Hudson Booster Club, the Hudson Hockey Association, and the Hudson Soccer Association. The Hudson YMCA is located at 2211 Vine Street. It offers to consider and meet the individual needs of its users. The YMCA gym, fitness center, and swimming pool offers programming such as personal training, swim lessons, group exercise classes and other great fitness and community-building programs. The facility offers family-friendly amenities such as a skatepark, indoor track, gym, aquatics (including a steam room, waterslide, indoor pool and whirlpool), free weights and cardio equipment, and much more. The Hudson Booster Club provides youth sports programs including baseball, softball, football, to over 1,000 youth annually in the Hudson area. Fundraising primarily occurs through the annual Booster Days celebration in July, for new equipment, field maintenance and upgrades for the youth programs. The Hudson Soccer Association (HSA) is a non-profit organization that offers youth and adult soccer programs in the Hudson, Wisconsin area. It owns and operates the Hudson Soccer Complex located at 541 County Road UU, Hudson, WI. HSA owns and operates the Hudson Soccer Complex through the use of volunteers and select individuals employed for particular tasks. It is managed by an elected Board of Directors. All Board Members are volunteers that not only participate in board meetings, but also for various regular maintenance and operation tasks. The Hudson Hockey Association (HHA) is a volunteer-run, non-profit entity that has grown to be a prominent hockey program in Wisconsin. The HHA started over 40 years ago in 1972 on the outside ice of Burton Park with 75 skaters. A Teflon-coated bubble indoor rink was constructed in 1980 as the program grew. In 1986 the program grew to 160 youth and the community’s first ice arena named the Hudson Sports and Civic Center, also known as the Gornick Arena, was built at 1820 Hanley Road. A second sheet of ice named the Raider Arena, later renamed the Karen Drewiske Memorial Arena in 2014, was constructed in 2007 as the association grew to up to 500 skaters and 75 volunteer coaches. With the expansion, the arena covers roughly 6,000 square feet and has become a world-class training facility that attracts players from other hockey associations within a 60-mile radius, serving as the home of FHIT Hockey / MAP East player development program. The association has seen 6 boys and girls state high school championships since 2001 and over 20 players advancing to college or professional ranks. Child Care Facilities Wisconsin has required licensing of child care centers since 1949. The Wisconsin Department of Children and Families currently licenses: • Family Child Care Centers – Provide care for 4 to 8 children. This care is usually in the provider's home. • Group Child Care Centers – Provide care for 9 or more children. These centers are usually located somewhere other than a residence and may be small or large in size. • Day Camps - Seasonal programs that provide experiences for 4 or more children 3 years of age and older. These programs usually operate in an outdoor setting. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 18 The State provides certification to family child care providers who are not required to be licensed but who wish to care for fewer than 3 children under 7 years of age. Families who receive a child care subsidy may select either certified or licensed child care programs. In the City of Hudson the child care facilities in Table 4 below are certified by the State of Wisconsin. Table 5-4 – Licensed Child Care Facilities Health Care Facilities Hudson has one acute care hospital, Hudson Hospital & Clinic, serving its residents. It is located at 405 Stageline Road. There are numerous other health care providers within commuting distance in neighboring communities, especially due to Hudson’s proximity to St. Paul and Minneapolis, Minnesota. Facility Name Location Licensed Type Capacity ABC Trail Preschool 921 Willow Ridge Road, Hudson, WI Family 8 Bear Buddies Child Development Center 3250 Heiser Street, Hudson, WI Group 100 Bethel Highlands Preschool 504 Frontage Road, Hudson, WI Group 95 Busy Bee's Day Care 310 Arch Street, Hudson, WI Family 8 Cove Country Preschool 266 S. Cove Road, Hudson, WI Family 8 Early Start Day Care 2400 Donegal Way, Hudson, WI Family 8 Four Seasons Child Care - Hudson 732 Exchange Drive, Hudson, WI Group 89 Hudson Community Children's Center 824 4th Street, Hudson, WI Group 50 Hudson YMCA Childcare 2211 Vine Street, Hudson, WI Group 128 Itty Bits Family Daycare 963 Labarge Road, Hudson, WI Family 8 Jansen's Day Care 512 N Cedar Drive, Hudson, WI Family 8 Joyful Noise Preschool 712 Grandview Drive, Hudson, WI Group 18 Kim's Learning House Child Care 421 Cedar View Road, Hudson, WI Family 8 Kindercare Learning Center 2600 Center Drive, Hudson, WI Group 132 Little Leaps Child Care LLC 2401 Monetary Boulevard, Hudson, WI Group 50 Love the Little Ones Child Care 323 3rd Sreet, Hudson, WI Family 8 Northstar Early Learning Center 2400 Foxglove Way 4, Hudson, WI Group 110 Peace of Mind Early Education Center 201 Carmichael Road, Hudson, WI Group 163 Shel's Hearts and Hands Child Care 601 4th Street N, Hudson, WI Family 8 Simply Giggle Childcare LLC 2010 O'neil Road E, Hudson, WI Group 39 Simply Giggle Montessori 4K 2017 O'Neil Road E, Hudson, WI Group 22 Small Fryes Supersized 539 Lemon Street, Hudson, WI Family 8 Sugar and Spice Day Care 1523 Aldrich Avenue, Hudson, WI Family 8 Terrific Tots Daycare 821 Girard Street, Hudson, WI Family 8 Terri's Tots 643 N Lemon Street, Hudson, WI Family 6 Trinity Early Childhood Academy 614 Badlands Road, Hudson, WI Group 116 Trinity Wrap-Care Preschool 1205 6th Street, Hudson, WI Group 50 YMCA Camp St. Croix 532 County Road F, Hudson, WI Group 60 Source: Wisconsin Department of Children and Families 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 19 Assisted Care and Senior Care Facilities The Aging and Disability Resource Center (ADRC) of St. Croix County at 1752 Dorset Lane, New Richmond, Wisconsin, is a central source of reliable and objective information about programs and services available to older adults and people with physical or intellectual/developmental disabilities. They help people find resources in their communities and evaluate the various long- term care options available to them. The ADRC provides housing definitions, including those for seniors. Housing types for seniors include senior apartments, independent living, residential care apartment complexes, adult family homes, and community based residential care facilities. Of these, residential care apartment complexes, adult family homes, and community based residential care facilities are assisted living facilities. Senior apartments are multifamily residential properties for persons age 55 years or older. Senior apartments do not have central dining facilities and generally do not provide meals to residents, but many offer community rooms, social activities, and other amenities. Most offer both Conventional or “Market Rate” apartments and apartments subsidized by Wisconsin Housing and Economic Development Authority (WHEDA), Rural Development, or the U.S. Department of Housing and Urban Development (HUD). Independent living communities are age-restricted multifamily properties with central dining facilities that provide residents, as part of their monthly fee, with access to meals and other services such as housekeeping, linen service, transportation, and social and recreational activities. Residential Care Apartment Complexes (RCAC) are places where five or more adults reside that consists of independent apartments (each of which has an individual lockable entrance and exit, a kitchen including a stove, an individual bathroom, sleeping and living areas) , and that provides to a person who resides in the place, not more than 28 hours per week of services that are supportive, personal, and nursing services. Adult Family Homes (AFH) are places where three or four adults, who are not related to the licensee, reside and receive care, treatment, or services that are above the level of room and board, but include no more than seven hours of nursing care per week per resident. Community Based Residential Care Facilities (CBRF) are places where five or more adults, who are not related to the operator or administrator, and do not require care above intermediate level nursing care, reside and receive care, treatment, or services that are above the level of room and board, but include no more than three hours of nursing care per week per r esident. There are a number of assisted living facilities in the City of Hudson. Table 5 below provides a list of facilities/providers as identified by the Wisconsin Department of Health Services. The table has a column indicating if a facility specializes in advanced age. 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 20 Table 5-5 – Assisted Living Facilities Skilled Nursing Facilities (SNF) focus more on the medical setting rather than on the residential setting, offering 24/7 nursing care. Christian Community Home, located at 1320 Wisconsin Street, is the only SNF listed on the Wisconsin Department of Health Services website. It has a capacity for 50 residents. The demand for assisted care and senior care facilities will likely continue to grow as the population ages in the City of Hudson. Facility Name Location Type Capacity Advanced Age Burkwood Treatment Center 615 Old Mill Road, Hudson, WI CBRF 28 Comforts Of Home Hudson 1111 Heggen Street, Hudson, WI CBRF 40 Yes Rem Wisconsin III Inc - Wheatgrass 805 Heggen Street, Hudson, WI CBRF 40 Yes Exodus House 698 Baker Road, Hudson, WI CBRF 12 Rem Wisconsin III Inc - Wheatgrass 719 A Blue Jay Lane, Hudson, WI AFH 4 Rem Wisconsin III Inc - Wheatgrass 719 B Blue Jay Lane, Hudson, WI AFH 4 Rem Wisconsin III Inc - Wheatgrass 723 A Blue Jay Lane, Hudson, WI AFH 4 Rem Wisconsin III Inc - Wheatgrass 723 B Blue Jay Lane, Hudson, WI AFH 4 Hometown Senior Living 1015 Ccrest View Drive, Hudson, WI AFH 4 Yes Pine Ridge Assisted Living 1320 Wisconsin Street, Hudson, WI CBRF 40 Yes Rem Wisconsin III Inc - Wheatgrass 3001 Hanley Road, Hudson, WI CBRF 16 Yes Rem Wisconsin III Inc - Wheatgrass 3001 Hanley Road, Hudson, WI RCAC 53 Yes Rem Namekagon Loop 1222 Namekagon Loop, Hudson, WI AFH 4 Rem Wisconsin III Inc - Wheatgrass 1401 Wheatgrass, Hudson, WI AFH 3 Rem Wisconsin III Inc - Wheatgrass 357 117th Avenue, Hudson, WI AFH 4 Rem Wisconsin III Inc - Wheatgrass 1405 Wheatgrass, Hudson, WI AFH 3 Wintergreen 1312 Wisconsin Street, Hudson, WI RCAC 40 Yes Woodland Hill 431 Stageline Road, Hudson, WI CBRF 81 Yes Source: Forw ard Health, Wisconsin Department of Health Services 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 21 Cemetery Name Location O ld Willow River Cemetery 609 9th Street, Hudson, WI St. Patrick Cemetery 1018 O'Keefe Road, Hudson, WI Places of Worship There are many places of worship within the City of Hudson, which are listed in the table below. Table 5-6 – Places of Worship Cemeteries There are two cemeteries within Hudson available to the City’s residents. They are listed in the table below. Table 5-7 – Cemeteries Church Name Location Denomination Bethel Lutheran Church 920 3rd Street, Hudson, WI Evangelical Lutheran in America Bible Baptist Church 545 6th Street N, Hudson, WI Baptist Carmelite Monastery 430 Laurel Avenue, Hudson, WI Catholic Christ Center Assembly of God Church 810 Northview Drive, Hudson, WI Assemblies of God Cornerstone Church 1024 4th Street, Hudson, WI Apostolic Emmanuel Evangelical Church 712 Grandview Drive, Hudson, WI Evangelical Emmanuel Lutheran Church 712 Grandview Drive, Hudson, WI Wisconsin Evangelical Lutheran Synod Faith Community Church 777 Carmichael Road, Hudson, WI Baptist General Conference First Baptist Church 220 Vine Street, Hudson, WI American Baptist First Presbyterian Church 1901 Vine Street, Hudson, WI Presbyterian Harvestime Outreach Church 498 Jacobs Lane, Hudson, WI Non-Denominational Hudson SDA Company 521 Old Highway 35, Hudson, WI Seventh Day Adventist Kingdom Hall of Jehovah's Witness 485 Jacobs Lane, Hudson, WI Jehovah's Witness Mount Zion Lutheran Church 505 13th Street S, Hudson, WI Evangelical Lutheran in America Redeemer Lutheran Church 1097 Scott Road, Hudson, WI Evangelical Lutheran in America Saint Paul Episcopal Church 502 County Road Uu, Hudson, WI Episcopal St Patrick Parish 1500 Vine Street, Hudson, WI Roman Catholic Trinity Lutheran Church 1205 6th Street, Hudson, WI Lutheran Church of Missouri Synod United Methodist Church 1401 Laurel Avenue, Hudson, WI United Methodist United Methodist Church Of Hudson 102 13Th Street, Hudson, WI United Methodist 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 22 5.3 Assessment of Future Needs Properly assessing future needs of community facilities and services requires not only an understanding of existing conditions and critical issues, but also an appreciation of broader utility and community facility trends. With advancements in technologies over time and popu lation growth, services and facilities may need to be reviewed to ensure they are adequately providing the services to the populations needing them. It will be important to continue to monitor developments and their impact to the facilities and services that residents and businesses depend on. 5.4 Potential Funding Sources for Utilities / Community Facilities Several loan and grant funding programs may be available to help the City of Hudson fund municipal infrastructure and community facilities projects including the following: Wisconsin Department of Natural Resources (WDNR) Programs • Clean Water Fund (CWF) – Program provides financial assistance to municipalities for sanitary sewer collection systems, wastewater treatment, and stormwater infrastructure projects. The CWF program is a revolving loan program that combines federal grants and state funding to provide financial assistance to municipalities in the form of subsidized loans. Some municipalities may also be eligible for funding in the form of principal forgiveness (PF). Based on the City of Hudson’s population and Median Household Income (MHI), principal forgiveness may be available up to 30%, not to exceed $750,000 for an eligible project. Subsidized loan funds may also be available at a current rate of 1.76% for 20 years (rates adjusted quarterly). Applications are due September 30th of each year with award notifications expected in November. An Intent to Apply (ITA/PERF) is required to be submitted by October 31 for consideration the following year. Plans and specifications (biddable) are needed at the time of submittal. • Safe Drinking Water Loan Program (SDWLP) - Program provides financial assistance to municipalities for drinking water infrastructure projects, including transmission and distribution, storage, source supply, and treatment facilities. The SDWLP is a revolving loan program that combines federal grants and state funding to provide financial assistance to municipalities in the form of subsidized loans. Some municipalities may also be eligible for funding in the form of principal forgiveness (PF). Based on the City of Hudson’s population and Median Household Income (MHI), principal forgiveness may be available up to 30%, not to exceed $500,000 for an eligible project. Subsidized loan funds may also be available at a current rate of 1.76% for 20 years (rate adjusted quarterly). Applications are due June 30th of each year with award notification is expected in August. An Intent to Apply (ITA/PERF) is required to be submitted by October 31 for consideration the following year. Plans and specifications (biddable) are needed at the time of submittal. Wisconsin Economic Development Corporation (WEDC) Programs • Community Development Investment Grant (CDIG) – This program’s primary goal is to incentivize development primarily in a community’s downtown. Eligible activities include: building renovation, historic preservation, demolition, new construction, infrastructure investment, and project or site development planning. Eligible projects include: development of significant destination attractions, rehabilitation and reuse of 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 23 underutilized or landmark buildings, infill development, historic preservation, infrastructure efforts including disaster prevention measures providing substantial benefit to downtown residents/property owners, and mixed-use developments. Focus is on shovel-ready projects. Program funding should lead to measurable benefits in job opportunities, property values and/or leveraged investment by local and private partners. Grants will be limited to 25% of eligible project costs with a maximum grant amount of up to $250,000. Grant recipients must provide a minimum of 3:1 match investment in project costs. No more than 30% of the match investment may consist of other state and/or federal grant sources. Wisconsin Department of Administration (WDOA) Programs • Community Development Block Grant-Public Facilities Program (CDBG-PF) - CDBG-PF funds help support infrastructure and facility projects for communities. Examples of eligible projects include improvements, repairs, or expansions of streets, drainage systems, water and sewer systems, sidewalks, and community centers. Grants are limited to projects that, if implemented, meet a CDBG National Objective. This highly competitive program offers grants up to $1,000,000 with a required 2:1 ratio of matching funds (e.g., maximum of $2 CDBG for every $1 local match funds). A project may qualify as benefitting Low-Moderate Income (LMI) persons on an area basis if at least 51 percent of the persons residing in the area served by the activity are of LMI. • Community Development Block Grant-Public Facilities for Economic Development (CDBG-PFED) Program - CDBG-PFED grant funds are awarded to local governments for public infrastructure projects that support business expansion or retention. Examples of eligible applications include: new or improved water & sewer service and streets that result in business expansion and job opportunities for low- and moderate-income individuals. The program offers grant funds for up to half of the total project cost OR up to $500,000; a match of 50% of project costs is required. If the project retains jobs, CDBG funds must be used to benefit low-to-moderate income (LMI) individuals. At least 51% of the hires should be LMI individuals. Wisconsin Department of Transportation (WisDOT) Programs • WisDOT Transportation Alternatives Program (TAP) - Program allocates federal funds to transportation improvement projects that "expand travel choice, strengthen the local economy, improve the quality of life, and protect the environment." The program provides funding to local governments for construction and planning and design of on-road and off-road trail facilities for pedestrians, bicyclists and other non-motorized forms of transportation. Also, it may provide funding for inventory, control or removal of outdoor advertising, historic preservation and rehabilitation of historic transportation facilities (including access improvements to historic sites and buildings), vegetative management practices in transportation right-of-ways (ROW’s), and archaeological activities pertaining to a transportation project. Projects that meet eligibility criteria for the Safe Routes to School Program, Transportation Enhancements, or the Bicycle & Pedestrian Facilities Program are eligible TAP projects. Projects must meet WisDOT policy for bicycle and pedestrian facilities that it serves at least some utilitarian trips, such as commuting to work or school that might otherwise be made by automobile. Trails that do not meet this criteria are encouraged to consider WDNR Recreational Trails Program funding. Non- infrastructure projects are required to have a minimum project cost of $50,000. Infrastructure projects are not required to have a minimum or maximum project amount; 2040 COMPREHENSIVE PLAN – 05/28 /2020 DRAFT HUDSO 152551 Page 5- 24 however, ideal project costs are between $300,000 and $1 million. Match of 20% of approved costs is required. • WisDOT Transportation Economic Assistance Program (TEA) - Program provides 50% state grants to governing bodies, private businesses, and consortiums for road, rail, harbor, and airport projects that help attract employers to Wisconsin or encourage business and industry to remain and expand in the state. Goal of program is to attract and retain business firms in Wisconsin and thus create or retain jobs. Businesses cannot be speculative and local communities must assure that the number of jobs anticipated from the proposed project will materialize within 3 years from the date of the project agreement and remain after another 4 years. Grants of up to $1 million are available for transportation improvements that are essential for an economic development project. Project must begin within 3 years, have the local government's endorsement, and benefit the public. Program is designed to implement an improvement more quickly than normal state programming processes allow. Local match of 50% required and can come from any combination of local, federal, or private funds or in-kind services. Tax Incremental Financing (TIF) The City of Hudson has two Tax Incremental Financing Districts, TID #5 and TID #6. TID #6 is located downtown Hudson. This District was established in 2018 and includes goals of job creation and improvements to the downtown area. TID #5 was created in 2017 and is located between Carmichael Road and County Road FF. Established as a blighted area district, this TID will help the City achieve redevelopment objectives of the former St. Croix Meadows Racetrack site. 5.5 Goals, Objectives, and Policies Utilities and community facility goals, objectives, and policies reflect a vision of what the City of Hudson’s public and private infrastructure systems should provide. They will also help guide priorities for future investment as publicly-maintained local systems, in partnership with regional or state agencies, or in partnership with private entities. These utility and facility goals, objectives, and policies provide the City with a means to measure the performance of the infrastructure system over time, and as necessary, an opportunity to reassess, revise, and/or supplement the desires of the community. Goals are general statements of desired outcomes of the community or what is to be achieved. Objectives are more specific and are a subset of goals, providing measurable strategies towards achieving a goal. Policies are operational actions that a community will undertake to meet the goals and objectives. The following goals, objectives, and policies are not ranked or presented in order of importance or need. 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-1 6 Agricultural, Natural and Cultural Resources Element 6.1 Introduction This element of the Comprehensive Plan is meant to document and discuss conditions and trends, and to formulate goals, objectives and policies with regard to several attributes of the community, including: • A griculture and agricultural lands; • N atural resources, including metallic and non-metallic mining; • H istoric resources; and • C ultural resources. These features are important to their own rights, but are often interrelated with other elements of the Comprehensive Plan. The City’s location in the St. Croix River Valley provide valuable natural resources that shape Hudson’s economy and sense of place. Floodplains and wetlands may impact land use patterns or lead to related infrastructures need (i.e. storm water conveyance). This chapter will attempt to define these relationships through its analysis of existing conditions. 6.2 Agricultural Resources The City of Hudson currently has no land zoned for agricultural use, and does not Identify any areas for agricultural use on its adopted future land use map. Agriculture, however, remains an important element of the regional economy. As of 2017, there were 1,444 farms and 279,191 acres in farms in St. Croix County. About 78 percent of this total (approximately 218,000 acres), is cropland. Corn, Soybeans, forage, and oats are the primary crops. Cattle and calves are the most common livestock farmed in St. Croix County, followed by chickens (including broilers, layers, and pullets), hogs/pigs, and horses/ponies. In December 2017, reported inventories of livestock included 51,122 cattle and calves, 4,794 layers, 1,405 broilers, 219 pullets, and 2,528 hogs and pigs, and 2,001 horses and ponies. 6.3 Natural Resources 6.3.1 Topography The topography of the eastern portion of the City of Hudson, on “the hill”, is predominantly flat. Some steep slopes exists throughout the City, restricting development in these areas. Much steeper slopes exist along the City’s western edge where it borders the St. Croix River. Hudson is located in the Western Prairie region of the state, serving as a transition area from the Western Coulee and Ridges area, which is characterized by steeper bluffs, and the forest transition area, which is characterized by flatter till plains. Ecological Landscapes of Wisconsin are shown in Figure 6-1 below. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-2 Figure 6-1 – Ecological Landscapes of Wisconsin 6.3.2 Bedrock Geology & Soils The City of Hudson has primarily loamy soils, which include a mix of silty and sandy loams. Over half of the soil area in the City can be categorized as Burkhardt-Sattre complex (sandy loam), Pillot silt loam, and Emmert loamy sand. Soils in the Western half of St. Croix County are generally excessively drained and well drained. St. Croix County includes a mix of bedrock geology types, but the primary type in Hudson is sandstone with some dolomite and shale. Figure 6-2 Shows Bedrock Geology of Wisconsin. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-3 Figure 6-2 – Bedrock Geology of Wisconsin 6.3.3 Mineral Resources According to the Wisconsin Department of Natural Resources, there are currently no known metallic mineral deposits or occurrences in sufficient tonnage and grade such as iron, taconite or gold in St. Croix County to warrant extraction. Therefore there are no metallic mining operations in the County. St. Croix County has 24 operating non-metallic mining sites permitted under Chapter NR 135 of the Wisconsin Administrative Code, which includes three sites operated by the St. Croix County Highway Department. None of these mining sites are located in the City of Hudson. 6.3.4 Watersheds and Surface Water Lakes, ponds, rivers, streams, intermittent waterways, and natural drainage ways make up the surface waters of Hudson and St. Croix County. These resources are all water bodies, standing still or flowing, navigable and intermittent, including natural drainage ways that collect and channel overland rainwater or snowmelt runoff. Natural drainage ways are characterized by intermittent streams, threads, rills, gullies, and dry washes that periodically contribute water to first-order streams. There are also many artificial drainage ways where the natural drainage ways have been altered by human activity. All of these features have the ability to transport sediment and pollutants and are affected by their watersheds, the land that surrounds them. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-4 The City of Hudson is located in the Lower Willow River Watershed. This watershed lies within the St. Croix River Basin, where water drains to the St. Croix River, and then ultimately flows through the Mississippi River to the Gulf of Mexico. While water features within the City are relatively small and unimpactful to development, the City is bordered by much larger features, including the Lake St. Croix (as part of the St. Croix River ) to the west, and Lake Mallalieu to the north. Residences and open natural areas border Lake Mallalieu, while steep slopes along the St. Croix River make adjacent lands largely undevelopable. These lands are used for parks and open space within the city, taking advantage of the Scenic views of the river. 6.3.5 Impaired Waters Lake Mallalieu is included on the Wisconsin Department of Natural Resources 303d impaired waters list for eutrophication, excess algal growth, and elevated pH. The St. Croix River is also on the impaired waters list for eutrophication and excess algal growth. Both water bodies list high levels of total phosphorus. These determinations indicate when water bodies are not meeting state or federal water quality standards, and are used to establish a method to protect and restore the quality of Wisconsin’s surface waters. Improving groundwater is a critical component of long-term sustainability and resiliency. Efforts which are often largely enforcement and/or educational in nature, can result in the common use of best management practices to protect our waterways. To mitigate groundwater contamination, having infrastructure designed to collect and treat stormwater before it enters waterways helps, as does public education to encourage reduced use of pollutants and better vegetation maintenance to help capture pollution before it enters waterways. 6.3.6 Outstanding and Exceptional Resources Waters Wisconsin has designated many of the state’s highest quality waters as Outstanding Resource Waters (ORWs) or Exceptional Resource Waters (ERWs). Waters designated as ORW or ERW are surface waters which provide outstanding recreational opportunities, support valuable fisheries and wildlife habitat, have good water quality, and are not significantly impacted by human activities. The St. Croix River, Lake Mallalieu, and the Willow River (which flows into Lake Mallalieu from the northeast) are all listed as Outstanding and Exceptional Resource Waters. Areas of Special Natural Resources Interest (ASNRI) include designated state natural areas, designated trout streams, water inhabited by endangered, threatened, special concern species or unique ecological communities identified in the Natural Heritage Inventory. It also includes wild rice waters, federal or state waters designated as wild or scenic rivers, waters in areas identified in a special area management plan or special wetland inventory study, and water in ecologically significant coastal wetlands along Lakes Michigan and Superior as identified in the Coastal Wetlands of Wisconsin. Lake Saint Croix is designated as and ASNRI, and parts of Lake Mallalieu, which provide critical habitat for threatened and endangered species, are also designated as such. 6.3.7 Point Sources Discharges The WDNR regulates the discharge of pollutants to waters of the state through the Wisconsin Pollutant Discharge Elimination System (WPDES) program. This limits and sets forth a process to 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-5 monitor discharges for pollutants. The City of Hudson holds a WPDES municipal permit for the Hudson wastewater treatment facility. One WPDES industrial permit is also held in Hudson. Nonpoint source pollution, or polluted runoff, is a primary cause of water quality issues throughout Wisconsin. Educational efforts and promotion of best management practices can help to reduce runoff impacts to our waterways by limiting fertilizers, oil, grease, sediment and bacteria in agricultural, urban and residential areas. Major urban contributors include roads, parking lots, construction sites, industrial storage areas, and residential manicured lawns. 6.3.8 Area High Capacity Wells Many Wisconsin municipalities utilize deeper aquifers for obtaining water supply. There are numerous high capacity wells in the city. The City of Hudson operates six high capacity wells to feed the municipal water system. One additional private high capacity well is listed within the City. 6.3.9 Groundwater Groundwater is the sole source of potable water in the City of Hudson. The quality of groundwater in St. Croix County as a whole is generally good. The City’s water comes from wells. Due to the City’s proximity to the Saint Croix River, Willow River, and Lake Mallalieu, the depth to groundwater is generally shallow; less than 10 feet in some places (as shown in Figure 3). The City’s groundwater is somewhat susceptible to contamination from agricultural practices which occur in areas surrounding the City. Hudson currently has a wellhead protection plan in place. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-6 Figure 6-3 – Areas of Shallow Depth to Groundwater in St Croix County. 6.3.10 Shorelands Shorelands provide valuable habitat for both aquatic and terrestrial animals and vegetation, and also act as buffers and thus serve to protect water quality. Recognizing this conflict, and in order to maintain the environmental, recreational, and economical quality of our water resources, the State of Wisconsin requires counties to adopt and enforce a shoreland ordinance. As required by the State, shorelands are defined as: • A ll land within 1,000 feet of the ordinary high water mark of a lake, pond or flowage; or • All land within 300 feet of the ordinary high water mark of a river or stream or to the landward side of the floodplain, whichever is greater. Incorporated municipalities are allowed to create and enforce their own shoreland zoning ordinances that differ from the State’s regulations. The City of Hudson defines shorelands in a similar manner as the State, and has its own ordinance in place regarding shoreland zoning. Area where depth to groundwater is less than 10 feet 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-7 6.3.11 Floodplains Floodplains are the flood-prone lands adjacent to water bodies. Floodplains can be desirable development areas due to the proximity to lakes, rivers and streams, but pose additional problems by possibly putting residents and property at risk. Developm ent in floodplains can also affect the environmental quality of the waterway. According to the Federal Emergency Management Agency (FEMA), the western and northern edges of the City are located within the 100-year floodplain (see Figure 4). These are the areas adjacent to the Saint Croix River and Lake Mallalieu. Development within the floodplain is restricted by a property’s specific location in the floodplain, as mapped on the Flood Insurance Rate Maps (FIRM) developed by FEMA. It is important to remember that these maps are no substitute for site specific analysis. Natural and man-made changes in the landscape, and the age and accuracy of flood insurance maps have in some cases limited their reliability for the identification and designation of floodplains. The City also has floodplain development regulations in their zoning ordinance which should be consulted prior to any construction activity. 6.3.12 Wetlands There are a number of wetland areas within the City of Hudson’s limits (see Figure 4), as mapped by the Wisconsin Department of Natural Resources. Wetlands are defined by the state statute as “an area where water is at, near, or above the land surface long enough to be capable of supporting aquatic or hydrophytic (water-loving) vegetation and which has soils indicative of wet conditions.” Wetlands may be seasonal or permanent and are commonly referred to as swamps, marshes, or bogs. Wetland plants and soils have the capacity to store and filter pollutants, replenish groundwater supplies, store floodwaters and maintain stream flows, making them a valuable community resource. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-8 Figure 6-4 – Water Resources Map 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6-9 Wetland areas in Hudson are primarily small isolated pockets scattered throughout the City’s limits, with other small wetland areas located along the edge of the St. Croix River and Lake Mallalieu. 6.3.13 Steep Slopes Steep slopes are a challenge to develop, and development in general should avoid these areas, as they are susceptible to challenges associated with topography and stormwater. Steep slopes that are prohibitive to development, do occur throughout the city. The St. Croix County code of ordinances provides for the lower St. Croix Overlay District, which substantially limits development in slope preservation zones, and stipulates that slopes greater than 12 percent may not be altered to become less than 12 percent. City of Hudson ordinances… 6.3.14 Forest and Woodlands Wooded areas within the city are generally located in natural areas, conservancies or parks. Other wooded areas are spread throughout the city and include smaller parks, wooded residential lots, and other space and undeveloped lands in Hudson.. 6.3.15 Wildlife, Wildlife Habitat and Open Space Scattered throughout St. Croix County are various state and local wildlife, fishery, natural and scientific areas, including private conservancy areas. These often encompass one or more sensitive land areas (e.g., wetlands, forests, shorelands, and prairies). These areas are managed as open space to provide important feeding, breeding, nesting, cover, and other habitat values to a wide variety of plant and animal species. The main types of fish and wildlife habitat in Hudson are comprised of rivers and streams, ponds, and wetlands as well as wooded and grassy areas. No trout streams exist within the City, but the section of the Willow River immediately to the northeast of Lake Mallalieu is designated as a Class II Trout Stream. 6.3.16 Rare and Endangered Species and Natural Communities According to the WDNR Natural Heritage Inventory, St. Croix County is home to many animal and plant species, as well as natural communities that can be considered rare or endangered. Hudson lies within numerous town ranges in St. Croix County. The areas where Hudson lies have been identified as having many endangered species and natural communities by the WDNR’s Natural Heritage Inventory (NHI) (http://dnr.wi.gov/topic/NHI/data.asp ). Due to the fluidity of this list, a comprehensive list is not provided here. References to the weblink above should be made when exploring areas and the potential for rare and endangered species presence. These species are protected, and as such, are preserved to the extent possible. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6- 10 6.4 Cultural Resources Preservation of historic and cultural resources is important to the vitality of any community. The City of Hudson has a rich history that originally centered on the lumber industry. The area that is known as the City of Hudson was first settled in 1840 by Louis Massey and Pete Bouchea. It was originally known as Willow River, then Buena Vista, before finally settling on its present name in 1852. The region witnessed substantial growth in the 1850s and 1860s due in large part to the opening of prime forest lands for lumbering. The coming of the railroad in 1871 gave Hudson direct rail transportation to the east and marked the end of the age of riverboat transport on the St. Croix River. More recently, Hudson has grown as a tourist destination, with draws such as scenic views of the St. Croix River way and a historic downtown district. 6.4.1 National Historic Designations There are currently 14 properties/districts in the City that are listed on the National Register of Historic Places. These include: • Darling, Frederick L., House • Dwelley, William, House • Hudson Public Library • Humphrey, Herman L., House • Johnson, August, House • Johnson, Dr. Samuel C., House • Lewis-Williams House • Merritt, Samuel T., House • Moffat, John S., House • Opera Hall Block • Phipps, William H., House • Second Street Commercial District • Sixth Street Historic District • St Croix County Courthouse 6.4.2 State Historic Designations There are 551 listings for the community of Hudson in Wisconsin Architecture and History Inventory. This is a database of historic buildings, structures and objects throughout the state. Their inclusion on the list does not convey any special status. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6- 11 6.5 Existing Agricultural, Natural and Cultural Programs Numerous Federal, State, Regional, Local, and private plans and programs exist which contribute to the preservation, conservation, or management of agricultural, natural, and cultural resources in St. Croix County. Although no list can be exhaustive, a partial list is shown below. St. Croix County All Hazards Mitigation Plan St. Croix County contracted with West Central Wisconsin Regional Planning Commission (WCWRPC) to update its All Hazard Mitigation Plan in 2018. The primary focus of the Plan is to evaluate the County’s potential exposure to natural disasters and identify appropriate mitigation strategies. Development of the Plan will help the County and its communities locate its areas of risk, assess the magnitude of the risk and vulnerability, and develop strategies for reducing the risk and vulnerabilities. Through this process, the County can address issues related to the protection of life, property, and critical services, and the reduction of costs associated with disaster relief and rescue efforts. Completion and approval of the Plan will also continue to make St. Croix County and participating jurisdictions eligible to apply for future hazard mitigation project funds through FEMA. Some of the hazards identified for the City of Hudson include the following. • Flooding along the St. Croix River when floodwaters on the Mississippi River cause the St. Croix River to back-up. • Flooding from stormwater systems in older neighborhoods in part due to increased development in eastern portions of the City. • Potential hazardous-materials release, leak, explosion, as the City of Hudson as the largest concentration of facilities with hazardous materials in St. Croix County. • Safety of transportation systems, including the I-94/Carmichael Road interchange as traffic volumes exceed the area’s design capacity. This congestion has implications for emergency response. As well as dangerous road and bridge conditions from winter storms, especially on I-94, one of the most heavily traveled highways in Wisconsin. • Electrical power outages resulting from trees and branches falling upon overhead power lines during ice and wind storms. St. Croix County Environmental Education St. Croix County provides free environmental education programs and training opportunities , and a wide variety of resources are available to schools and organizations working with residents in the county. This includes various presentations, field days, ecology workshops, volunteering opportunities, environmental displays and models, and a listing of various conservation group sand agencies on the County’s website. St. Croix County Tree and Plant Sale The St. Croix County Tree and Plant sale is focused on protecting and preserving our beautiful natural resources. By offering our annual tree and plant sales citizens are encouraged to add to the landscape of St. Croix County in a positive way. The program offers a variety of trees, plants, bushes, and even compost bins. Wisconsin Pollutant Discharge Elimination System Permits (WPDES) This DNR operated program regulates municipal and industrial operations discharging wastewater to surface or groundwater. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6- 12 Forest Land Tax Program These programs are run by the Wisconsin DNR and encourage sustainable forestry on private lands by offering tax incentives to landowners. City of Hudson Ordinances Ordinances have been adopted to aid in the effort of conserving resources and protecting landowner rights, land values, and the public health and safety. Wisconsin Historical Society The Historical Society was founded in 1846 and helps people to connect with the past by maintaining and collecting stories and items. This organization also has grant funding available to help local communities identify and preserve historical features. Wisconsin’s Historical Preservation Plan 2006-2015 This plan outlines specific goals and objectives to protect and enhance the state’s cultural resources. 6.6 Assessment of Future Needs Cities and regions are competing globally to attract and retain entrepreneurs and a highly skilled workforce. Natural and cultural resources are critically important ingredients for creating the typ e of healthy, vibrant communities where people want to live, work, learn, and play. By investing in local and regional distinctive assets and culture, cities help foster innovation and entrepreneurial commercial activity, resulting in a more resilient local economy. Hudson’s natural resources contribute to the City’s unique sense of place. The St. Croix River is a recreational and economic asset, which requires stewardship to maintain water quality and habitat. As the City grows, its stormwater system requires expansion and maintenance to ensure that surface water runoff does not negatively impact Hudson’s important water bodies and associated water quality. Responding to the increase in the number and duration of large storm events in recent years will also be critical for Hudson’s infrastructure. Projects that encourage the City to be more resilient to these types of changes are necessary over the next 20-year planning period. These projects include: • Shoreline stabilization along the St. Croix River • Designing stormwater ponds and infrastructure for larger rain events • Floodplain management During the first Public Workshop for the comprehensive plan update, held January 6, 2019, several key themes emerged relating the City’s natural and cultural resources. Among these were the identification of the St. Croix Riverway as the Hudson’s premier natural resource. Citizens showed support for the protection of the St. Croix Riverway, and promoting views of , and access to, this scenic resource. Residents also saw the City’s history, as well as its historic downtown district as major assets. The community saw climate change as a major challenge that has gained in importance in recent years 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6- 13 6.7 Goals, Objectives and Policies The goals, objectives and policies in this Chapter reflect how the City’s natural and cultural environments will be developed and utilized to further influence the growth and development of the City. These provide the City with a guide for future investments as well as methods to develop and grow that not only protect these valuable resources, but find unique and creative ways to utilize them in creating inviting atmospheres. Natural Resources Goal: Protect, conserve and enhance natural resources within the Hudson area for community’s long-term environmental benefit. Objectives: 1. Prioritize the St. Croix River as a resource to protect, and also connect residents to. 2. Encourage environmentally sensitive development to minimize negative impacts on the environment, including water quality and soil integrity. Policies: 1. Continue to implement and administer local, state and federal programs to preserve, conserve and maintain and further enhance natural ecological systems including the St. Croix River, Lake Mallalieu, wetlands, storm drainage areas and aquifers. 2. Identify, prioritize, and address local soil erosion and nonpoint pollution problems. 3. Review and modify existing regulatory documents (e.g. zoning ordinance and subdivision ordinance) to incorporate green infrastructure elements to reduce pollution from urban runoff. Such elements would include grassed swales, infiltration basins, bioretention facilities, native landscaping, porous pavement, and vacuum sweeping of large parking lots. 4. Work cooperatively with St. Croix County on hazard mitigation planning and efforts. Agricultural, Natural and Cultural Resources Goal: Promote practices that are sustainable, environmentally sensitive, and will work toward achieving community resiliency to climate change. Objectives: 1. Work with new developments to adequately plan stormwater infrastructure to capture, temporarily store, infiltrate, and slowly release rainwater from more frequently occurring larger rain events. Policies: 1. Review and modify existing regulatory documents (e.g. zoning ordinance, streets poli cy, or stormwater utility) to incorporate green and sustainable elements. 2. Prioritize energy efficient improvements and updates to city buildings and facilities. 3. Encourage property to utilize programs that provide rebates for home retrofitting of sustainable technology. 2040 COMPREHENSIVE PLAN – 05/ 28 /2020 DRAFT HUDSO 152551 Page 6- 14 4. Require the use of native plantings for developments. 5. Require the use of permeable pavement options for parking areas in sensitive areas . Cultural Resources Goal: Promote and encourage identification, appreciation, and protection of historic and cultural resources. Objectives: 1. Support the rehabilitation of historic properties in Hudson. 2. Encourage continual education about Hudson’s cultural and natural history. Policies: 1. Pursue national historic designation for resources listed on the Wisconsin Architecture and History Inventory. 2. Educate eligible property owners on the availability of state and federal tax credits, and loan programs through mailings, website, brochures, etc. 3. Provide a funding program for façade improvements for historic properties and properties located in designated historic districts. 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/28/2020 DRAFT HUDSO 152551 Page 7-1 7 Economic Development Element 7.1 Introduction Economic development is a critically important function for the City of Hudson. Without a strong tax base, there is insufficient revenue to make the types of investments successful communities require, including investments in education, transportation, safety, clean water, and compatible neighborhoods. The Economic Development Element section provides a framework for public investment in economic development activities consistent with the overall goal of pursing economic development that brings good, living wage jobs to the City and supports the long-term growth and vitality of the City’s neighborhoods, commercial areas and industrial parks. 7.2 Background Data / Existing Conditions The labor force is that portion of the population that is 16 years or older who are employed, or unemployed but actively seeking employment opportunities. As a business, it is helpful to know information about the population that will be depended on to fill open positions in the future. Hudson’s population has grown steadily over the past several decades. Over the next 20 years, the Wisconsin Department of Administration (DOA) projections predict a 47% increase in the City of Hudson’s population, which amounts to an increase of 6,686 residents. This projected percentage increase is greater than the expected increases in St. Croix County (33%). The 2013-2017 American Community Survey (ACS) shows Hudson had a labor force participation rate of 71.7%, which is similar to the rate for St. Croix County (72.9%). As shown in the Issues and Opportunities Element Section, the 2013-2017 ACS shows that Hudson had a median age of 36.0, which is slightly younger than 38.3 in St. Croix County as well as Wisconsin’s median age of 39.2. Educational Attainment A good indicator of the economic potential of an area is the education attainment of its residents. Generally speaking, a population with a higher level of education reflects a more skilled workforce with higher earning potential. A more skilled population can be seen as an attractive quality for businesses relocating as well. Nearly 98% of Hudson residents had at least a high school diploma in the 2013-2017 ACS. Almost 44% of Hudson residents had attained a Bachelor’s degree or higher. This number is higher than when compared to both statewide residents (29%) and residents of St. Croix County (34%). Income In the Issues and Opportunities Element, the income for Hudson and St. Croix County residents is identified. The median household income in Hudson is $69,065, while St. Croix County’s is $77,768. Per capita incomes were a bit higher for the City of Hudson ($37,211) when compared to St. Croix County ($36,561) and the State of Wisconsin ($32,778). 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-2 Economic Base The Issues and Opportunities Element indicates prominent industries and occupations in Hudson. Employment in the Educational, Health and Social Services Industry is the greatest with 24.2% of employment in this industry. The second leading industry is Manufacturing with 14.6% of all employment in this category. From an occupation standpoint, approximately 44.8% of Hudson residents are employed in the Management, Business, Science, and Arts Occupations, while 21.9% are employed in Sales and Office Occupations. Economic Strengths and Weaknesses The City of Hudson’s economy has both strengths and weaknesses which can continue to be improved to benefit the community’s businesses and labor force. Strengths • Quality educational system. • Excellent access to the I-94 transportation corridor. • S upply chain and distribution benefiting area businesses. • Centralized geographic location between Wisconsin and St. Paul / Minneapolis markets. • High projected population growth over the next 20 years. Weaknesses • Limited developable land within City Limits. • State-wide budget and funding sources for growing infrastructure needs. Opportunities • Housing development for elderly and mid-market quality. • New business offering unique products or services. • A robust river corridor and downtown. • Capturing Twin Cities metropolitan area growth Threats • Growing infrastructure improvement needs and costs. • Population growth exceeding the City’s ability to adequately provide housing. 7.3 Assessment of Future Needs Key Trends Emerging trends will shape Hudson’s future economy and appropriate economic development programs and policies of the City. The following are some of those emerging trends. Workforce of the Future - Aligning Education and Work Technological innovation will result in new jobs as well as changes to existing jobs. In turn, workers must develop the technical and non-technical skills necessitated by these changes. It is difficult to predict which skills workers will require in the future, but many high growth jobs share a need for workers who have both specialized technical expertise and the ability to adapt to change. The City should consider policies that target three main areas: 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-3 1. Supporting skills training that meets industry needs; 2. Communicating the skills businesses need; and 3. Engaging in state and regional efforts to close the skills gap. Source: The Center for Best Practices, National Governors Association (NGA Solutions) Globalization An increasing number of products and services are free-flowing across international borders due to low-shipping costs, improved telecommunication, and global demand. This has expanded markets for some products, but also made certain industries with prevalence in Hudson vulnerable. Manufacturers seeking to be competitive while still retaining local production seem to generally focus on niche markets or substitute technology for labor to increase productivity and decrease labor costs. Many incentives offered by state and federal programs do so to generate job creation or retention. This mismatch can leave some economic development organizations with few tools to assist companies looking to remain competitive without investing in manual labor production. Businesses throughout Wisconsin have been engaged in efforts to combat globalization while focusing on “buy local” campaigns. This concept, whether business-to-business or business-to- consumer, looks to retain as much money in the local economy as possible. Local commerce is a key component to the City of Hudson’s economic competitiveness. Cell phone data compiled by Place Dynamics in a 2019 Market Analysis for the City of Hudson revealed that the majority of visitors to Hudson’s retail stores and restaurants originate within or very near to the City Limits. This means that local residents represent the overwhelming majority of Hudson’s consumers. The 2019 Market Analysis found strong competition from neighboring cities such as New Richmond, Stillwater, Red Wing, Hastings, Menomonie and the Twin Cities metropolitan area, which limits the number of consumers originating outside Hudson’s City Limits. This implies that policies which focus on increasing the local population, be it through housing or new businesses, will benefit the overall local economy. Localized growth is key to Hudson’s continued economic success. Entrepreneurship Economic development is increasingly focused on promoting entrepreneurship. The 2018 Kauffman Growth Entrepreneurship Index, an indicator of how much entrepreneurial businesses are growing, identified the following for trends in Wisconsin in 2018: • Rate of New Entrepreneurs (percentage of population that starts a new business) – 0.25%. Nationally, the rate of new entrepreneurs in 2018 was 0.32%, meaning that an average of 320 out of every 100,000 adults became new entrepreneurs in a given month. • Opportunity Share of New Entrepreneurs (percentage of new entrepreneurs who created a business by choice instead of necessity) – 68.43%. Wisconsin was the lowest in the Nation, with South Dakota the highest at 94.05% and a median of 85.68%. • Startup Early Job Creation (average number of jobs created by startup in their first year, normalized by population) – 3.88. This indicator ranged from 3.06 jobs per 1,000 people in West Virginia to 11.32 in the District of Columbia, with a median of 4.68. The national startup early job creation in 2018 was 5.20 jobs per 1,000 people. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-4 • Startup Early Survival Rate (percentage of startups that are still active after one year) – 79.62%. This indicator ranged from 70.94% in Missouri to 81.97% in Mississippi with a median of 79.4%. National trends in early-stage entrepreneurship include: • Overall, men are substantially more likely to start businesses each month than women. • The rate of new entrepreneurs in 2018 was the highest among Latinos and lowest among African Americans. The share of new entrepreneurs who are from minority groups is now 45.6%, close to twice that in 1996 (22.9%). • The 2018 rate of new entrepreneurs among immigrants is close to double than that for the native-born. • The rate of new entrepreneurs was highest among Americans aged 45–54 and 55–64, and lowest among Americans aged 20–34. • An aging population has led to a rising share of new entrepreneurs in the group aged 55- 64. This group represented 14.8% of new entrepreneurs in 1996, and it represented 25.8% of new entrepreneurs in 2018. Despite the State of Wisconsin’s low ratings within the Kauffman Growth Entrepreneurial Index, the City of Hudson has shown exceptional strength in its local entrepreneurship. According to the City of Hudson’s Market Analysis completed by Place Dynamics in 2019, the majority of business growth over the last 20 years has come from its local businesses and entrepreneurs. Data collected from 1995 to 2015 shows that there was a net addition of 1,453 establishments and 4,295 jobs from the existing and new businesses based in Hudson. This is significantly greater than the 71 establishments and 1,610 jobs generated by new or existing branch establishment or their subsidiaries over the same time period. This difference reveals that the City of Hudson has enjoyed a higher level of entrepreneurial activity compared to statewide averages. The City should continue to bolster its entrepreneurial spirit. Common practices adopted to encourage entrepreneurship include facilitating networking and collaboration, improving access to financing, providing training and education, offering supportive services such as incubators and technical assistance, and adopting favorable public policies. Most of the entrepreneurial programs that have been created are focused on a set of targeted industry sectors, such as high technology, manufacturing, or in some cases retail businesses. The most common entrepreneur; however, is a solo individual often starting a business within their own home. This includes a group of people recently termed “pajama entrepreneurs” or “third bedroom entrepreneurs”, who leverage their expertise to provide design, business and technical consulting, business management, and other services. Tax Increment Financing The City has two Tax Increment Financing Districts that have been successfully used to assist with economic development. The use of TIF dollars in a sensible manner to promote and encourage private sector economic investments is important to ensuring the City’s economic competitiveness. Public Private Partnerships are a model of accomplishing this. Hudson’s Tax Increment Financing districts are uniquely positioned to attract commercial and residential development through incentives leverage by the City. By incentivizing development that provides larger public benefits, that City can utilize TIF districts to encourage economic development. The development of workforce housing, especially on infill lots that are in close proximity to employment centers, should be a goal for this economic development tool 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-5 7.4 Local Plans and Programs There are a variety of local, regional, and statewide economic development plans and tools available to municipalities to assist them with supporting existing businesses and recruiting new businesses. Many of these the City already takes part in. In addition, there are programs available for individual businesses to assist in start-up and expansion. At the state level, economic development takes on the form of creating a strategic framework that refines the state’s priorities, renews commitment to existing programs, and presents new programs. Economic development tools include tax increment financing (TIF), low-interest business loans, and business incubators. Effectively using these tools requires an investment by the community to provide resources such as staff to organize and manage these tools, foster partnerships, and secure and manage funding. Numerous other economic development plans and programs exist including: Wisconsin Housing and Economic Development Administration (WHEDA) WHEDA offers many financial assistance programs to assist small businesses with low-interest loans and grants. Wisconsin Department of Administration (DOA) The DOA offers some financial assistance programs to assist small businesses with low -interest loans and grants, and communities with grants to build infrastructure necessary to accommodate business development. Wisconsin Economic Development Corporation (WEDC) The WEDC offers programs that help with many areas of business development, including business planning, initial capitalization, site selection, permitting, regulations, employee training programs, economic development tax credits, and expansion programs. Wisconsin Department of Transportation (WisDOT) WisDOT has many programs that provide grants and loans to businesses and local communities for transportation related needs. The Transportation Economic Assistance and Development (TEA-Grant) Program, operated by WisDOT, offers grant money to communities or private businesses for transportation projects that will attract and retain businesses and jobs in the state of Wisconsin. West Central Wisconsin Regional Planning Commission (WCWRPC) WCWRPC is an economic development district that was formed by the Economic Development Administration (EDA) of the U.S. Department of Commerce. This district comprises seven counties, including St. Croix. The WCWRPC is charged with maintaining and updating the region’s Comprehensive Economic Development Strategy (CEDS) every five years. This report and its performance updates are submitted to the EDA and increase the opportunity for the cities in the region, such as Hudson, to be awarded federal grant funding for infrastructure improvements and business support. A primary goal of the WCWRPC is to strengthen community, county and regional infrastructure. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-6 Competitive Wisconsin, Inc. Competitive Wisconsin is a nonpartisan coalition that engages business, higher education, agriculture, and labor and provides analysis and recommendations for action on issues affecting Wisconsin’s economy and quality of life. St. Croix County Economic Development Corporation (SCEDC) SCEDC provides services to St. Croix County business to facilitate business start -up, expansion, relocation, financing or workforce development. In addition to these activities, the SCEDC also maintains critical data on employment, financing and business activities. The SCEDC has resources available and offers partnerships to provide businesses with the following: • The locations and availability of Industrial Sites, Business Parks & Buildings to help companies locate within St. Croix County and the City of Hudson. • Financing and incentive programs that help start-ups and established businesses find capital investment vehicles and low-cost debt financing. • Advocacy and outreach services to help forward pro-business and industry legislature throughout St. Croix County. The SCEDC will advocate for local infrastructure improvements as well as the application of innovative technologies within the St. Croix County area. 7.5 Goals, Objectives, and Policies The economic development goals, objectives, and policies for the City of Hudson are shown below. Economic Goal: Continue to diversify the City’s economic base to improve resiliency to economic shocks and transformations that are outside the City’s control. Objectives: 1. Support skills training that meets industry needs. 2. Foster an atmosphere that encourages and supports entrepreneurial activity. 3. Encourage commercial and industrial manufacturing development that will provide a benefit to the community, such as long-term employment, services to the community, supply chain benefits, or other methods businesses can contribute to the City of Hudson’s quality of life. Policies: 1. Communicate with local business and the St. Croix County Economic Development Corporation (SCEDC) to identify skills gaps and training opportunities or other methods to close the skills gaps. 2. Review local regulations pertaining to home occupations and consider a process to encourage business growth while protecting the character of existing neighborhoods . 3. Work with local Hudson organizations, including churches and non-profits, to organize events and make available otherwise underutilized facilities to small businesses for entrepreneurship. 4. Work with SCEDC to target commercial, industrial, manufacturing developments that are synergistic to existing businesses and community infrastructure. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 7-7 Economic Goal: Work to ensure current local employers remain viable and competitive in Hudson. Objectives: 1. Work with local businesses to proactively address street and utility improvements and their impacts to business operations. 2. Promote regional conglomeration of local businesses. Market availability of sites to critical supply or service chain businesses. Policies: 1. Foster key relationships with organizations seeking to improve the business climate in Hudson, including the SCEDC. Develop strategic directions with regard to promoting Hudson’s business environment. Economic Goal: Strategically target development to increase Hudson’s regional economic competitiveness. Objectives: 1. Promote public private partnerships with private developers to incentivize developments that retain and attract new businesses and employees. 2. Actively apply for grant funding that will improve the City’s infrastructure. 3. Encourage the development of workforce housing that is in close proximity to employment centers. 4. Support residential development that will capture a larger share of western Wisconsin’s population growth. Policies: 1. Advertise incentives provided by the City’s Tax Increment Financing districts to attract private developers to important redevelopment areas of the City. 2. Advocate for the creation and production of mixed-use developments that can support start-up businesses and provide workforce housing options. 3. Identify areas where lacking or deteriorating infrastructure is impeding development, and seek out grant funding that can improve these infrastructure gaps. 2040 Comprehensive Plan – 05/28/2020 Draft City of Hudson, WI 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-1 8 Intergovernmental Cooperation Element 8.1 Introduction Intergovernmental cooperation is an important tool needed to operate municipalities in an efficient and cost effective manner, as well as to control and promote growth in an orderly fashion for City of Hudson residents and businesses along with the adjacent units of government. 8.2 Existing Intergovernmental Agreements and Partnerships 8.2.1 Intergovernmental Plans, Agreements, and Relationships The City of Hudson currently does not have any cooperative boundary agreements in place as defined under State Statute 66.0307. A regional master plan as defined under State Statute 66.0309 has been completed by the West Central Wisconsin Regional Plan Commission (WCWRPC). Completed in 2010 for a 20 year time horizon, this regional plan is advisory, but it’s a valuable asset that guides multi-jurisdictional planning and development efforts in the region. With the regional comprehensive plan, WCWRPC seeks to advocate for responsible planning and facilitation of strong social, physical, and economic interaction between municipalities in the region. The document includes a plan implementation guide that includes planning best practices, county-level conditions and trends reports, and it serves as a blueprint for WCWRPC’s planning efforts. Other indirect relationships exist between neighboring jurisdictions, the Hudson School District St. Croix County, WCWRPC, Wisconsin Department of Natural Resources (WDNR), Wisconsin Department of Transportation (WisDOT), and several other State agencies. Enhancing the relationship of the City with all adjoining and overlapping jurisdictions can and will advance dialogue and actions necessary to ready the City for future changes in land use and growth pressures. 8.2.2 Adjacent Jurisdictions The City of Hudson is located in St. Croix County and borders the Towns of St. Joseph, Warren, Hudson and Troy, and the Village of North Hudson. A map with municipal boundary lines follows in Figure 8-1. Figure 8-1 – Municipal Boundaries Map 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-2 Village of North Hudson The Village of North Hudson abuts the City of Hudson to the north and is separated from the City by Lake Mallalieu. North Hudson’s estimated population is 3,803 (ACS, 2018). The City of Hudson cooperates with the Village of North Hudson on sewer service area planning and existing water and sewer services. Cooperation also includes library services. Town of St. Joseph The Town of St. Joseph is located to the north of the Village of North Hudson and also abuts the City of Stillwater, Minnesota located west of the St. Croix River. St. Joseph’s estimated population is 506 (ACS, 2018). The City of Hudson cooperates with the Town of St. Joseph on library services and sewer service area planning. Town of Warren The Town of Warren is located east of Hudson. The Village of Roberts is located within the Town of Warren. Roberts has an estimated population of 1,845 (ACS, 2018). Town of Hudson The Town of Hudson abuts the City of Hudson to the east. The Town of Hudson is third largest population of all the cities, villages and towns in St. Croix County. The City of Hudson cooperates with the Town of Hudson on extraterritorial zoning and plat approval, as well as sewer service area planning and shared roadway maintenance (including Carmichael Road). Cooperation also includes library services. Town of Troy The Town of Troy is located to the south and east of the City of Hudson. Part of the Town of Troy is located in the School District of Hudson and part is located in the River Falls School District. The northern half of the City of River Falls is within the Town of Troy and St. Croix County. The City of Hudson cooperates with the Town of Troy on library services sewer service area planning. St. Croix County The City of Hudson is the county seat for St. Croix County. Particular areas of partnership between the County and the City of Hudson include: • Health and Veterans Services • GIS and Land Information • Economic Development and Assistance through the UW Extension Office • Sewer Service Area Planning • County Highway Maintenance • Court System and Coordination between Sheriff Department, Hudson Police and Fire, and County Dispatch 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-3 8.2.3 Special Purpose Districts, Boards or Commissions Water Utility Commission The Water Utility Commission was established as the policy and administrative board for the Water Utility serving the City of Hudson and Village of North Hudson. Joint Fire Board The Joint Fire Board is comprised of representatives from the City of Hudson, Village of North Hudson and the towns of Hudson and Troy. A City of Hudson Common Council representative is assigned to the joint fire board. Community Access Board This board is comprised of representatives of the City of Hudson, Village of North Hudson and the School District of Hudson and is assigned the responsibility of administrating the local cable access franchise agreement and cable access network. Hudson Area Joint Library Board The Hudson Area Joint Library Board administers the public library facilities for the City of Hudson, Village of North Hudson, towns of Hudson and St. Joseph and part of the Town of Troy. Hudson School District The City of Hudson is located within the School District of Hudson. Four of the six elementary schools in the district, the middle school and the high school are located in the City of Hudson. One elementary school is located in North Hudson and one is located in the Town of St. Joseph. The City of Hudson has an agreement with the school district for the provision of a staff liaison (police) officer. The City also partners with the School District on use of recreational and sports fields. The City assigns a member of the Common Council as a liaison representative to the School Board. Technical College District The City of Hudson is located in the Wisconsin Indianhead Technical College (WITC) district. WITC facilities are located in New Richmond and River Falls. 8.2.4 Regional Agencies West Central Regional Plan Commission (WCWRPC) The West Central Wisconsin Regional Plan Commission (WCWRPC) represents seven counties in western Wisconsin including St. Croix County. The other counties served by the Commission are Barron, Chippewa, Clark, Dunn, Eau Claire, and Polk. For over forty years, WCWRPC has acted as a government entity committed to assist in solving issues that cross municipal boundaries and multiple levels of government jurisdiction. Local elected officials serve on the Commission’s Board. WCWRPC have technically skilled staff that aid communities with limited capacity to hire much needed full-time, expert technical staff of their own. WCWRPC is designated as an Economic Development District by the Economic Development Administration. Planning and administrative services provided by WCWRPC include: • Community Development • Economic Development 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-4 • EMSI Analyst (labor market analysis) • GIS Mapping & Graphic Visualization • Grant Writing & Administration • Hazard Mitigation & Preparedness • Housing • Placemaking • Sustainability • Transportation 8.2.5 State Agencies The Wisconsin Department of Natural Resources (WDNR) and Wisconsin Department of Transportation (WisDOT) are the primary state agencies the City of Hudson coordinates with to achieve the goals and objectives of this Plan. WDNR has a lead role in wildlife protection and the protection and sustained management of woodlands, wetlands, and other natural wildlife habitat areas. WDNR -monitored surface waters located in Hudson including the St. Croix River. The activities of the WDNR are discussed further in the Agricultural, Natural, and Cultural Resources Element of this Plan. WisDOT is a key player in the planning and development of transportation facilities in the City of Hudson. The City will continue to coordinate with WisDOT with respect to decisions regarding all roadways under WisDOT jurisdiction, including I-94 and associated interchanges. Open communication and participation in land use and transportation decisions, which may impact the City, is an important priority for intergovernmental cooperation in the future. Other State of Wisconsin agencies the City of Hudson works with include the Department of Safety and Professional Services (DSPS), the Department of Revenue (DOR), the Department of Administration (DOA) and the Department of Agriculture, Trade and Consumer Protection (DATCP). Building construction and safety regulations are administrated by DSPS. The DOR administers the assessment of real estate and oversees the tax increment financing districts (TIDs) throughout the state. The review of annexation petitions, platting, corporate boundary agreements, and preparation of comprehensive land use plans is conducted by DOA. DATCP works cooperatively with communities on licensing, consumer complaints and trade opportunities. 8.2.6 Nongovernmental Organizations Hudson Area Chamber of Commerce and Tourism Bureau The Chamber of Commerce has existed in Hudson since 1953 and the office is located at 502 Second Street in downtown Hudson. The Chamber works closely with the City of Hudson to promote businesses, respond to business or tourist inquiries and to host special events to promote the Hudson area communities. St. Croix Business Park Corporation (SCBPC) Organized in 1995, the membership is comprised of the City of Hudson, Xcel Energy and an at - large member. The SCBPC has developed and conducted the overall sale of land and general administration of the 250 acre business park. Assistance is provided to the SCBPC by the City of Hudson community development and finance departments. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-5 St. Croix Economic Development Corporation (SCEDC) This non-profit organization was established in 1993 to assist municipalities to improve the business climate within St. Croix County. SCEDC’s membership is comprised of governmental units and private sector representatives. The City of Hudson is a member of the SCEDC. Momentum West Wisconsin A regional economic development organization was created in 2008 to serve the geographic area along the I-94 corridor. The organization provides assistance for talent attraction and business development opportunities in the region. 8.3 Opportunities for Collaboration In the future, an open and continuous dialogue between the City of Hudson, St. Croix County, and other governmental jurisdictions will result in cooperative and mutually beneficial efforts. These efforts are critical to the future planning and development of public and shared services. Without the coordination and cooperation of local governmental jurisdictions, decisions critical to preserving and enhancing local and regional characteristics, activities, and natural resources will be compromised. As growth and land use changes continue in the area, development in the City of Hudson may be a contentious topic to neighboring property owners and surrounding communities. Collaboration with communities in the region to attract new development and retain existing businesses is vital. Continued work with adjacent jurisdictions towards cooperative boundary agreements would also reduce contention and potential conflict. The City of Hudson will seek to cooperate with all neighboring municipalities, the County, State agencies, and the school districts for mutual benefit. To ensure compatibility with the planning goals and objectives identified in the City of Hudson’s Comprehensive Plan, the City will share their plan with adjacent communities and agencies and would like to participate in future planning efforts with these entities. Conflict Resolution Procedures The City of Hudson recognizes the importance of coordinating with neighboring communities. If conflicts arise, initial attempts to resolve such conflicts could involve written or face- to-face communication between elected or appointed community officials. If these efforts do not result in a mutually satisfactory agreement, more formal conflict resolution methods could be explored, such as mediation or arbitration. Alternative dispute resolution techniques are available as described in Wisconsin State Statutes 802.12. 8.4 Goals, Objectives, and Policies The goals, objectives, and policies in this Section reflect on how intergovernmental cooperation can be used to help the City achieve its vision. Intergovernmental Cooperation Goal: Communicate and collaborate with adjacent municipalities. 2040 COMPREHENSIVE PLAN – 05/2 8/2020 DRAFT HUDSO 152551 Page 8-6 Objectives: 1. Seek ways to work to improve quality of life in Hudson, including coordinated economic development strategies and cost effective services and facilities. 2. Work cooperatively with St. Croix County on Hazard Mitigation planning efforts. 3. Continue to support multi-jurisdictional and non-profit efforts to improve the St. Croix River to implement best management practices to improve the river corridor. Policies: 1. Periodically analyze capacities and locations of park and ride facilities for workers to nearby municipalities. 2. Work with adjacent jurisdictions to protect groundwater quality. 3. Adopt a policy for notifying surrounding municipalities of projects or developments when adjacent. 4. Consider creating boundary agreements with adjacent municipalities regarding growth and land uses.