Saturday, April 19, 2025

Gardner is a market of strategic significance, and New Trails offers a precision-engineered opportunity to capitalize on its economic ascendancy. Invest now to secure a stake in a city poised for enduring success within the Kansas City metro.

 Below is a revised report on Gardner, Kansas, focusing on the New Trails commercial development, the city’s growth, traffic statistics, the KDOT I-35/U.S. 56 interchange project with added details, and a future outlook to attract investors. The tone remains highbrow and analytical, with an additional 10% more statistics (from ~30 to ~33) to enhance the perception of thorough research and expertise. The sports tourism complex is excluded as requested, and the report maintains a data-driven, professional approach.


Strategic Investment Analysis: Gardner, Kansas, and the New Trails Development
Executive Summary
Gardner, Kansas, stands as a preeminent investment locale within the Kansas City metropolitan area, distinguished as the region’s most rapidly expanding municipality with a population exceeding 20,000. Its advantageous geographic positioning, robust economic fundamentals, and transformative infrastructure initiatives position Gardner as an optimal market for high-yield commercial ventures. The New Trails development at the intersection of I-35 and Highway 56—a $42.14 million project—offers a meticulously engineered opportunity to capitalize on Gardner’s growth trajectory, delivering substantial returns in a market poised for sustained economic ascendancy. This report provides a comprehensive, data-driven analysis of Gardner’s demographic and economic expansion, infrastructure enhancements, and the unparalleled investment potential of New Trails.

Gardner’s Robust Growth: A Data-Driven Ascendancy
Gardner has undergone a profound transformation, evolving from a modest settlement into a formidable economic hub within the Kansas City metro. The city’s growth metrics underscore its investment allure:
  • Population Dynamics: As of 2023, Gardner’s population reached 25,378, reflecting an 8.8% increase from April 1, 2020, to July 1, 2023 (U.S. Census Bureau, May 2024). In 2023 alone, the city recorded a 4.89% growth rate, adding 1,182 residents—equivalent to 3.24 new residents daily—ranking 62nd nationally among cities with populations over 20,000. This outpaces regional peers such as Raymore, which achieved a 4.7% growth rate. The 2025 projected population for Gardner is 27,857, assuming a continued annual growth rate of 4.9% [Web ID: 12].
  • Historical Trajectory: Gardner’s population has exhibited consistent expansion, growing from 1,314 in 1960 to 9,396 in 2000, doubling to 19,178 by 2010, and reaching 23,287 by 2020—a 21.4% decade-over-decade increase. Between 2021 and 2022, the population grew from 23,065 to 23,488, a 1.83% increase [Web ID: 3].
  • Economic Indicators: Gardner’s median household income in 2022 stood at $91,232, surpassing the national average of $74,262 by 22.8% [Web ID: 3]. In 2023, this increased to $92,579, a 9.54% rise from 2021’s $83,284 [Web ID: 12]. The unemployment rate aligns with Johnson County’s exemplary 2.8% (2023), compared to the national average of 3.6% [Web ID: 10]. Per capita income in 2022 was $35,154, reflecting upper-middle income relative to Kansas and the U.S. [Web ID: 20].
  • Demographic Profile: With a median age of 31.3 years—significantly below the national average of 38—Gardner attracts a youthful, economically active demographic, driving demand for retail, dining, and hospitality services [Web ID: 3]. The non-white population increased from 8% in 2000 to 15% in 2020, reflecting growing diversity [Web ID: 12]. In 2023, the largest racial/ethnic groups were White (76.8%), Hispanic (9.6%), and Black (7.1%) [Web ID: 12].
  • Housing and Poverty Metrics: Gardner’s housing units numbered 8,294 in 2020, with a population density of 1,996.8 per square mile [Web ID: 17]. In 2023, 5.7% of Gardner families lived in poverty, lower than the national average of 12.4% [Web ID: 12].
Gardner’s growth is a structurally supported phenomenon, underpinned by demographic vitality, economic resilience, and a diversified community profile, positioning it as a high-potential market for strategic investors.

New Trails: A Precision-Engineered Commercial Opportunity
The New Trails development, situated at the strategic confluence of I-35 and Highway 56, represents a calculated investment opportunity designed to maximize returns in Gardner’s expanding market. Valued at $42.14 million as of April 15, 2025, this 43-acre commercial center is structured to align with market demand:
  • Project Composition: The development encompasses a C-Store ($1.47 million), two coffee shops (Dutch Bros, $980,100 total), two restaurants (Chipotle and Wendy’s, $2.94 million total), retail strips spanning 9 acres ($8.82 million), a Marriott hotel on 2.5 acres ($2.45 million), and 12.5 acres of remaining land ($12.25 million), totaling $42.14 million at $22.50 per square foot.
  • Financial Performance: Developer costs of $17.84 million—including $1.7 million for pad site items, $4.5 million for utilities, $1.75 million for grading, and $4 million for legal work—yield a net profit of $24.3 million, a 57.7% return on total investment. An alternative 25-acre configuration at $25.00 per square foot totals $46.8 million, delivering a $35.52 million net profit after $11.28 million in costs, a 75.9% return, offering flexibility for investor risk-return profiles.
  • Strategic Positioning: The 25.08-acre parcel, appraised at $1.91 million ($1.75 per square foot) in January 2024 by Valbridge Property Advisors, is under contract to J2J New Trails, LLC for $1.74 million ($1.60 per square foot). Its location ensures optimal visibility, capitalizing on I-35’s substantial traffic volumes, which enhance customer accessibility and revenue potential.
  • Market Alignment: Gardner’s expanding population, robust workforce (median income $92,579 in 2023), and youthful demographic (median age 31.3) generate strong demand for New Trails’ offerings. The city’s 1.83% employment growth from 2021 to 2022, despite a slight 0.386% decline in 2022 (12,725 employees), reflects a stable labor market [Web ID: 3].
New Trails is a meticulously designed asset, engineered to deliver superior returns by leveraging Gardner’s structural growth drivers and market dynamics.

Traffic Analysis: Strategic Visibility with Proactive Mitigation
Gardner’s location along I-35, a critical corridor with 40,000 vehicles per day (Valbridge, 2024), provides exceptional visibility for commercial projects like New Trails. Highway 56 contributes an additional 10,000 vehicles per day, ensuring a consistent flow of potential customers. While traffic dynamics present challenges, they are being addressed with strategic interventions:
  • Traffic Volumes: I-35’s 40,000 daily vehicles near New Trails ensure high exposure, with Highway 56’s 10,000 vehicles further enhancing accessibility. Grata Development reports over 50,000 cars daily at nearby I-35/175th Street sites (Web ID: 9), underscoring the corridor’s commercial viability. In 2025, Kansas recorded 98 traffic crash fatalities as of April 15, an 18.07% increase from 2024, highlighting the need for safety improvements [Web ID: 21].
  • Historical Challenges: A 2017 Kansas City Star report identified peak-hour congestion (6:30–7 a.m.) at the Gardner Road exit, driven by workers accessing Logistics Park Kansas City (e.g., Amazon, Jet.com). Left-turn delays onto 191st Street caused backups onto I-35, raising safety concerns noted by Sheriff Calvin Hayden.
  • Recent Disruptions: Incidents such as a February 2024 semi-truck fire near Gardner Road and an April 2024 police chase near Moonlight Road temporarily closed I-35, while sleet warnings in January 2025 affected 1.27 miles between Gardner Road and Lone Elm Road. These events highlight the need for infrastructure enhancements, which are actively underway.
  • Traffic Impact Assessment: New Trails, with its C-Store, restaurants, retail, and hotel, is projected to generate 5,000–10,000 daily trips (based on ITE Trip Generation Manual rates: e.g., a 5,000 sq ft C-Store generates ~3,500 trips/day; a 100-room hotel ~800 trips/day). Peak-hour trips (500–1,000) will incrementally increase I-35’s load, necessitating targeted mitigation strategies such as signalization at Clare Road, a planned access point per Valbridge.
Gardner’s high-traffic corridors offer a strategic advantage for visibility, with forthcoming infrastructure improvements ensuring operational efficiency and safety.

KDOT’s I-35/U.S. 56 Interchange Modernization: A Strategic Infrastructure Milestone
The Kansas Department of Transportation (KDOT) has committed $25 million to modernize the I-35/U.S. 56 interchange, a pivotal project announced in March 2024, with completion slated for FY2029 (July 2028–June 2029). This initiative is a cornerstone of Gardner’s infrastructure strategy, directly enhancing the investment value of New Trails:
  • Optimized Traffic Flow: The modernization will streamline traffic at the I-35/U.S. 56 interchange, directly addressing peak-hour congestion observed at Gardner Road. This will facilitate seamless access to New Trails, ensuring efficient customer ingress and egress to its C-Store, restaurants, and hotel, thereby enhancing operational performance.
  • Enhanced Safety Standards: The project mitigates historical safety concerns, such as the high-speed crash risks at Gardner Road noted by Sheriff Calvin Hayden in 2017. KDOT’s approach incorporates advanced traffic engineering, travel demand forecasting, and innovative design solutions to establish a safer corridor, reducing risk for commercial operations.
  • Economic Multiplier Effect: The upgraded infrastructure will amplify Gardner’s economic growth by improving accessibility, attracting additional commercial activity, and supporting the city’s expanding population. The project’s phased timeline—interchange concepts due by fall 2025, with significant progress by summer 2025—ensures a structured rollout, culminating in transformative impact by FY2029. KDOT’s broader Eisenhower Legacy Transportation Program, a 10-year, $10 billion initiative, includes this project among 17 others totaling $932 million, reflecting a systemic commitment to infrastructure excellence [Web ID: 21].
  • Complementary Infrastructure Initiatives: The 2023 Moonlight Road expansion and a planned diverging diamond interchange at I-35 and Gardner Road further bolster connectivity, creating a robust transportation network that supports commercial scalability and regional integration.
KDOT’s investment underscores Gardner’s strategic importance, ensuring New Trails benefits from enhanced infrastructure that maximizes accessibility and operational efficiency.

Future Outlook: Gardner’s Sustained Economic Ascendancy
Gardner’s future trajectory is characterized by a disciplined, data-driven approach to growth, positioning the city—and New Trails—for sustained economic success:
  • Population Growth Projections: Gardner projects a 1.3% annual growth rate through 2040 (Southwest Johnson County Area Plan, 2013), potentially reaching 30,000 residents by 2030 [Web ID: 11]. This steady demographic expansion will drive demand for commercial services, reinforcing New Trails’ long-term revenue potential.
  • Economic Diversification and Investment: Gardner’s pro-business framework, including tax abatements and grants, continues to attract investment. Planned developments include a dual-concept hotel on the east side of I-35, with construction commencing in 2025, and prospective entertainment options such as bowling alleys, go-karts, or mini-golf, as reported by KCTV5 in 2025. Kansas’ overall economic growth of 9.7% in Q3 2023—the fastest in the nation—further supports Gardner’s investment climate [Web ID: 18]. The state’s labor force grew by 1.9% in 2023, adding 23,800 private sector jobs and 3,700 government jobs [Web ID: 10].
  • Infrastructure Alignment: The KDOT interchange project, coupled with the city’s 2014 Comprehensive Plan (updated through 2025), ensures infrastructure scalability to support growth. The 2017 Gardner Main Street Corridor Plan revitalizes downtown with streetscapes, trails, and public spaces, increasing foot traffic and supporting commercial activity in adjacent areas like New Trails.
  • Community Fundamentals: Gardner’s designation as the 5th safest city in Kansas (2015, OnlyInYourState.com) due to low crime rates, combined with amenities such as Celebration Park and events like the Fourth of July Celebration, enhances its appeal as a commercial destination. The USD 231 school district’s 90% graduation rate (2023) further strengthens its attractiveness to families, supporting a stable customer base. In Johnson County, 94.9% of residents have health coverage, with primary care physicians seeing 809 patients per year on average, a 0.247% decrease from 811 in 2022, indicating strong healthcare access [Web ID: 23].
  • New Trails’ Strategic Positioning: With a projected net profit of $24.3 million (or $35.52 million in the alternative plan), New Trails is structurally aligned with Gardner’s growth trajectory. Its diversified portfolio of retail, dining, and hospitality assets ensures resilience and sustained value creation for investors.
Gardner represents a market of enduring growth, underpinned by strategic planning and economic fundamentals that position New Trails for long-term success.

Why Invest in Gardner and New Trails?
Gardner, Kansas, offers a compelling investment thesis, supported by:
  • Robust Growth Metrics: The fastest-growing city in the Kansas City metro, with a 4.89% increase in 2023 and a projected 1.3% annual growth through 2040.
  • Economic Resilience: A median household income of $92,579 in 2023, a 2.8% unemployment rate, and a youthful demographic (median age 31.3) driving sustained commercial demand.
  • Strategic Infrastructure: The $25 million KDOT I-35/U.S. 56 interchange project enhances accessibility, while I-35’s 40,000 daily vehicles provide optimal visibility.
  • High-Yield Opportunity: New Trails’ $42.14 million development projects a $24.3 million net profit, with a diversified asset mix aligned with market dynamics.
  • Community Stability: Safety, high-quality schools, and community engagement create a stable, attractive market for commercial operations.
Gardner is a market of strategic significance, and New Trails offers a precision-engineered opportunity to capitalize on its economic ascendancy. Invest now to secure a stake in a city poised for enduring success within the Kansas City metro.

Call to Action   Henry McClue 785.383.9994



Gardner’s trajectory positions it as a thriving suburb, with future plans ensuring economic vitality and infrastructure support while addressing challenges like traffic congestion through strategic improvements.

 Gardner, Kansas, a suburb 30 miles southwest of downtown Kansas City, has seen significant growth in recent years, making it one of the fastest-growing cities in the Kansas City metro area. As of 2023, the U.S. Census Bureau reported Gardner’s population at 25,378, reflecting an 8.8% increase from April 1, 2020, to July 1, 2023, and a 4.89% jump in 2023 alone, adding 1,182 residents (or 3.24 per day). This growth rate ranked Gardner 62nd nationally among cities with populations over 20,000, outpacing other metro cities like Raymore (4.7%). Historically, Gardner’s population grew from 1,314 in 1960 to 9,396 in 2000, doubling to 19,178 by 2010, and reaching 23,287 by 2020—a trajectory fueled by its strategic location along I-35, economic opportunities, and affordability.

The city’s growth is driven by its accessibility, with I-35 and Highway 56 providing robust road connections, alongside rail access via the BNSF Intermodal Facility (opened 1988) and proximity to Johnson County Executive Airport. The BNSF facility, handling millions of containers annually, has attracted major companies like Walmart, Amazon, and Kubota, creating over 2,000 jobs and boosting median household income to $81,000 by 2022—above the national average of $74,262. Gardner’s affordability, with a median home value of $254,500 (2022) compared to the metro average of $309,000, and a cost of living 8% below the national average, draws young professionals and families (median age 34). Safety also plays a role; Gardner was ranked the 5th safest city in Kansas in 2015 by OnlyInYourState.com due to low crime rates and community-involved policing.
Economic diversification supports this growth. Key industries include logistics, retail, and health care, with major employers like BNSF and the USD 231 school district. The Gardner Industrial Park and Logistics Park Kansas City (LPKC) have spurred commercial development, while the city’s pro-business policies—offering tax abatements and grants—encourage investment. Gardner’s leadership, under a Mayor-Council government (Mayor Todd Winters since 2021), prioritizes intentional growth, balancing economic expansion with small-town character, as emphasized by city officials in a 2025 KCTV5 report.
Future Development Plans
Gardner’s future development is guided by its 2014 Comprehensive Plan, updated through 2025, which serves as a blueprint for growth while preserving community identity. The plan outlines strategies across land use, transportation, sustainability, and community facilities, aiming to manage growth sustainably. Key focuses include:
  • Land Use and Zoning: The Comprehensive Plan and Land Development Code (updated to streamline processes) prioritize mixed-use development and planned zoning districts. For instance, the New Trails site at I-35 and Highway 56, a 25.08-acre parcel appraised at $1.91 million in January 2024, is zoned agricultural but proposed for commercial rezoning. J2J New Trails, LLC, plans a $42.14 million development (at $22.50 per square foot) featuring a C-Store, coffee shops (Dutch Bros), restaurants (Chipotle, Wendy’s), retail strips, and a Marriott hotel across 43 acres, with a net profit of $24.3 million after $17.84 million in developer costs. An alternative 25-acre plan at $25.00 per square foot projects a $46.8 million total and a $35.52 million net profit.
  • Transportation and Infrastructure: The $25 million I-35/U.S. 56 interchange modernization, announced by KDOT in March 2024, is set for FY2029, aiming to alleviate congestion on I-35 (40,000 vehicles/day) and Highway 56 (10,000 vehicles/day). This upgrade will enhance access to sites like New Trails, reducing peak-hour backups seen at Gardner Road (noted in a 2017 Kansas City Star report). Additional projects include the 2023 Moonlight Road expansion and planned improvements like a diverging diamond interchange at I-35 and Gardner Road, designed to handle increased traffic from growth.
  • Economic Development: Gardner encourages commercial growth through incentives, as outlined on the city’s website, focusing on sustainable diversification of its tax base. A dual-concept hotel on the east side of I-35 is slated for construction in 2025, with more “big announcements” expected, according to a KCTV5 report. The city aims to attract entertainment options like bowling alleys, go-karts, or mini-golf, responding to resident demands for family-friendly activities.
  • Community and Sustainability: The 2017 Gardner Main Street Corridor Plan, funded by the Planning Sustainable Places program, emphasizes revitalizing downtown to preserve its historic charm while enhancing economic vitality. It includes streetscape improvements, trails, and public spaces to improve quality of life. The Growth Management Strategy (adopted 2015) identifies short-, mid-, and long-term annexation areas, ensuring infrastructure like municipal services keeps pace with growth, projected at 1.3% annually through 2040 (Southwest Johnson County Area Plan, 2013).
  • Challenges and Balance: Despite growth, Gardner’s leadership, as noted by city officials in the KCTV5 report, is committed to maintaining its small-town feel, avoiding over-industrialization in favor of a residential focus. Residents express a desire for community amenities like a center, balancing growth with identity.
Gardner’s trajectory positions it as a thriving suburb, with future plans ensuring economic vitality and infrastructure support while addressing challenges like traffic congestion through strategic improvements.

If we build a sports complex........

 The economic impact drivers for the proposed sports tourism complex in Gardner, Kansas, near the New Trails site along I-35, are detailed in the Sports Facilities Advisory report ("E Impact.pdf"). These drivers stem from non-local visitor activity, specifically overnight stays, and their associated spending, which fuel economic growth in the region. Below is a focused analysis of the key economic impact drivers, their trends over the 20-year outlook, and their relevance to the New Trails commercial development, particularly in the context of traffic impacts.


Economic Impact Drivers
The primary economic impact drivers for the sports complex are centered around non-local visitors attending events such as baseball/softball and multipurpose field tournaments. These drivers are quantified through two key metrics:
  1. Non-Local Days in Market (Overnight):
    • This measures the total number of days non-local visitors (e.g., athletes, families, coaches) spend in Gardner for events at the complex, requiring overnight stays.
    • Years 1–5: Non-local days increase from 137,783 (Year 1) to 210,674 (Year 5), reflecting growth in event frequency (21 to 31 events annually) and attendance.
    • Years 11–20: The metric rises steadily from 223,635 (Year 11) to 234,758 (Year 20), indicating sustained tourism growth as the complex matures.
    • Trend: A consistent upward trajectory, with a 52.5% increase over the first five years and a 4.9% increase from Year 11 to Year 20, driven by the complex’s growing reputation and event capacity.
  2. Room Nights:
    • Room nights represent the total number of hotel nights booked by non-local visitors, directly tied to overnight stays.
    • Years 1–5: Room nights grow from 32,598 (Year 1) to 49,848 (Year 5), mirroring the rise in non-local days.
    • Years 11–20: Room nights increase from 52,915 (Year 11) to 57,872 (Year 20), a 9.4% rise over the decade.
    • Trend: Room nights grow by 52.9% in the first five years, then stabilize with slower growth in later years, reflecting a maturing market.
  3. Per-Person Spending:
    • Non-local visitors’ spending across categories (lodging, dining, transportation, entertainment, retail, miscellaneous) amplifies the economic impact.
    • Years 1–5: Spending per person rises from $137.52 to $145.96, with dining/groceries ($48.00–$50.95) and lodging ($42.00–$44.58) as the largest categories.
    • Years 11–20: The report does not specify per-person spending for later years, but earlier trends suggest continued modest increases (e.g., 1.5% annual inflation).
    • Trend: A 6.1% increase over five years, driven by inflation and demand for local services, directly benefiting nearby commercial developments like New Trails.

Economic Impact Generated
These drivers result in significant direct economic impact through visitor spending:
  • Years 1–5: Total direct spending grows from $18.95 million (Year 1) to $30.75 million (Year 5), a 62.3% increase. This reflects the rise in non-local days, room nights, and per-person spending.
  • Years 11–20: Impact increases from $35.49 million (Year 11) to $44.53 million (Year 20), a 25.4% rise, totaling over $550 million across 20 years.
  • Indirect Spending: The report lists $0 for indirect spending, suggesting a conservative estimate focused solely on direct visitor expenditures.

Relevance to New Trails Commercial Development
The sports complex’s economic impact drivers directly benefit the New Trails commercial development (J2J New Trails, LLC), located at I-35 and Highway 56, by increasing demand for its proposed retail, dining, and hotel facilities:
  • Visitor Spending Synergy: The complex’s visitors (137,783–234,758 non-local days annually) will spend on dining ($50.95/person by Year 5), retail ($23.94), and lodging ($44.58), aligning with New Trails’ planned C-Store, coffee shops (e.g., Dutch Bros), restaurants (e.g., Chipotle, Wendy’s), retail strips, and a Marriott hotel. For example, 210,674 non-local days in Year 5 could generate $10.7 million in dining spending alone, boosting New Trails’ revenue potential.
  • Hotel Demand: Room nights (32,598–57,872) support New Trails’ Marriott hotel, ensuring high occupancy and hotel rebates ($86,254–$131,898 annually for the complex).
  • Traffic Impact: The complex’s 21–31 annual events will add 5,000–10,000 daily trips to I-35 (40,000 vehicles/day) and Highway 56 (10,000 vehicles/day), already congested at Gardner Road (2017 Kansas City Star). A traffic impact study for New Trails, using methodologies like ITE trip generation, would estimate additional peak-hour trips (e.g., 500–1,000 from sports visitors), necessitating mitigation like signalization at Clare Road and coordination with KDOT’s $25 million I-35/U.S. 56 interchange modernization (FY2029).

Summary
The sports complex’s economic impact is driven by non-local overnight stays (137,783–234,758 days), room nights (32,598–57,872), and per-person spending ($137.52–$145.96), generating $18.95 million to $44.53 million annually over 20 years. This influx directly supports New Trails’ commercial offerings by increasing demand for dining, retail, and lodging, but it also heightens traffic pressure on I-35, requiring careful planning to manage impacts on safety and congestion.

Who needs this?

 Traffic impact studies (TIS) for a site like the New Trails development in Gardner, Kansas, near I-35 and Highway 56, follow standardized methodologies to assess the impact of proposed commercial developments on existing traffic conditions. These studies are critical given I-35’s high volume of 40,000 vehicles per day (Valbridge Property Advisors, January 2024), historical congestion at the Gardner Road exit, and planned infrastructure upgrades like the $25 million I-35/U.S. 56 interchange modernization (KDOT, March 2024). Below are the key methodologies typically employed in such studies, tailored to the context of New Trails.


1. Study Area Definition
  • Methodology: Identify the geographic scope impacted by the development, including key intersections, road segments, and access points. For New Trails, this includes I-35, Highway 56, Gardner Road, and Clare Road (noted as a potential access point in the Valbridge report).
  • Application: The study area would encompass the I-35/U.S. 56 interchange, where KDOT’s modernization project is planned, and nearby intersections like Gardner Road, known for congestion (Kansas City Star, 2017). The 40,000 vehicles/day on I-35 and Highway 56’s 10,000 vehicles/day (Valbridge) set the baseline traffic load.

2. Existing Conditions Analysis
  • Methodology: Collect data on current traffic volumes, peak-hour flows, crash history, and roadway characteristics using:
    • Traffic Counts: Manual counts or automated traffic counters to measure vehicle volumes, typically over a 24-hour period and during peak hours (e.g., 6:30–7 a.m., as noted for Gardner Road congestion).
    • Level of Service (LOS): Assess intersection and roadway performance using the Highway Capacity Manual (HCM) methodology, grading from A (free flow) to F (severe congestion).
    • Crash Data: Analyze accident history to identify safety concerns, often sourced from local police or DOT records.
  • Application: For New Trails, existing conditions would show I-35’s 40,000 vehicles/day, with peak-hour backups at Gardner Road (2017 Kansas City Star). Crash data might include recent incidents like the February 2024 semi-truck fire or April 2024 police chase near Moonlight Road. LOS analysis would likely reveal poor performance (e.g., LOS D or worse) at Gardner Road during peak hours due to left-turn delays.

3. Trip Generation Estimation
  • Methodology: Estimate the number of new trips generated by the proposed development using the Institute of Transportation Engineers (ITE) Trip Generation Manual. This involves:
    • Land Use Categories: Assign trip rates based on development type (e.g., retail, restaurant, hotel).
    • Trip Rates: Apply ITE rates for daily and peak-hour trips, adjusting for local conditions (e.g., pass-by trips for retail).
  • Application: The New Trails plan (J2J New Trails, LLC, April 2025) includes a C-Store (1.50 acres), coffee shops (2.00 acres), restaurants (3.00 acres), retail (9.00 acres), and a hotel (2.50 acres). Using ITE rates:
    • A C-Store (convenience store with gas) might generate ~700 trips/day per 1,000 sq ft (e.g., 5,000 sq ft = 3,500 trips/day).
    • Coffee shops (e.g., 2,000 sq ft each) could generate ~200 trips/day each, with high AM peak-hour trips.
    • Restaurants (e.g., 5,000 sq ft each) might generate ~500 trips/day each.
    • Retail (e.g., 40,000 sq ft strip) could add ~1,500 trips/day, with pass-by reductions.
    • A hotel (e.g., 100 rooms) might generate ~800 trips/day. Total new trips could exceed 10,000 daily, with ~1,000–1,500 during peak hours, significantly impacting I-35 and Highway 56.

4. Trip Distribution and Assignment
  • Methodology: Determine where trips will originate and how they’ll travel through the network:
    • Distribution: Use regional travel patterns, often based on a gravity model or local surveys, to allocate trips (e.g., 60% from I-35 north, 30% south, 10% local via Highway 56).
    • Assignment: Map trips onto the road network using traffic modeling software (e.g., VISSIM, Synchro) to predict turning movements and impacts on intersections.
  • Application: For New Trails, most trips would likely access I-35 (40,000 vehicles/day) and Highway 56 (10,000 vehicles/day). A significant portion would be pass-by trips (e.g., retail customers already on I-35), but new trips from the hotel and restaurants would add to peak-hour loads, particularly at the I-35/U.S. 56 interchange and Clare Road access points.

5. Future Conditions Analysis (Without Development)
  • Methodology: Forecast background traffic growth without the proposed development, typically over a 5–20-year horizon:
    • Growth Rates: Apply annual growth rates (e.g., 1–2% per year, based on historical data or regional plans).
    • Planned Improvements: Incorporate infrastructure projects like KDOT’s I-35/U.S. 56 interchange modernization (FY2029, KDOT 2024).
    • LOS Analysis: Recalculate LOS for future conditions using HCM methods.
  • Application: Gardner’s 4.89% population growth in 2023 (U.S. Census Bureau, May 2024) suggests a traffic growth rate of ~2–3% annually. Without New Trails, I-35 might see 44,000–48,000 vehicles/day by 2030. The KDOT interchange project would improve LOS, but Gardner Road’s historical congestion (LOS D/F in 2017) could worsen without further mitigation.

6. Future Conditions Analysis (With Development)
  • Methodology: Add the development’s trips to the future background traffic and reassess impacts:
    • Total Traffic: Combine background growth with New Trails’ 10,000+ daily trips.
    • LOS and Delay: Recalculate LOS, focusing on intersections like I-35/U.S. 56 and Gardner Road, using HCM or simulation tools (e.g., Synchro).
    • Safety Analysis: Evaluate increased crash risks due to higher volumes, referencing historical data (e.g., 2017 safety concerns, 2024 incidents).
  • Application: New Trails’ 1,000–1,500 peak-hour trips could push I-35/U.S. 56 and Gardner Road to LOS E/F during peak hours, exacerbating delays. Left-turn movements at Gardner Road, already problematic (2017 Kansas City Star), would face increased strain, potentially raising crash risks without mitigation.

7. Mitigation Measures
  • Methodology: Propose solutions to address identified impacts, ensuring LOS remains acceptable (typically LOS D or better in urban areas):
    • Roadway Improvements: Add lanes, turn lanes, or roundabouts.
    • Signalization: Install or retime traffic signals to optimize flow.
    • Access Management: Design site access to minimize conflicts (e.g., right-in/right-out only).
    • Demand Management: Encourage carpooling or transit for employees.
  • Application: For New Trails, mitigation might include:
    • Signalization at Clare Road or Highway 56 access points (Valbridge notes access challenges being resolved with KDOT).
    • Additional turn lanes at I-35/U.S. 56, aligning with KDOT’s modernization plans.
    • A right-in/right-out design for the C-Store and retail to reduce left-turn conflicts.
    • Coordination with KDOT’s diverging diamond interchange at Gardner Road (planned 2022 construction) to handle increased volumes.

8. Public and Agency Coordination
  • Methodology: Engage stakeholders to validate findings and secure approvals:
    • Public Input: Hold meetings to address community concerns, as seen in Johnson County’s 2024 rural road study (Web ID: 17).
    • Agency Review: Submit the TIS to KDOT and local authorities (e.g., City of Gardner) for feedback, ensuring alignment with projects like the I-35/U.S. 56 interchange modernization.
  • Application: Gardner residents have historically opposed traffic increases (e.g., South Metro Connection dropped in 2007). The TIS would need to address these concerns, emphasizing safety and the benefits of KDOT’s $25 million project, while coordinating with KDOT’s phased approach (concepts due fall 2025).

Summary
The traffic impact study for New Trails would use these methodologies to assess the addition of 10,000+ daily trips against I-35’s 40,000 vehicles/day and Highway 56’s 10,000 vehicles/day. It would reveal significant peak-hour impacts at Gardner Road and I-35/U.S. 56, necessitating mitigation like signalization, access management, and coordination with KDOT’s interchange project. Historical congestion, recent incidents, and public sentiment highlight the need for careful planning to ensure safety and efficiency.