BUILDING ON EXCELLENCE

ELEVATE OLATHE

Comprehensive Plan

Adopted April 21, 2026

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ACKNOWLEDGMENTS

THANKS TO THOSE WHO PARTICIPATED

A special thank you to all who participated in the planning process for the Elevate Olathe Comprehensive Plan. This Plan was made possible by the contributions and insights of the residents, business community, property owners, and representatives from various groups and organizations.

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CITY COUNCIL

John Bacon, Mayor Dean Vakas, Mayor Pro Tem/ Ward 2 Robyn Essex, Ward 1 LeEtta Felter, Ward 3 Kevin Deneault, Ward 4 Jeffery Creighton, At-Large Matthew Schoonover, At-Large

PLANNING COMMISSION

Wayne Janner - Chairman Taylor Breen - Vice Chairman Chip Corcoran Keith Brown Tony Bergida Jim Terrones Megan Lynn Ken Chapman Scott Seeling

STEERING COMMITTEE

Anh Rongish Brent Yeager Carisa McMullen Chad Carroll Erin Fogarty John Tompkins Karin Brownlee Kevin Gilmore LeEtta Felter Marge Vogt Merlin James Taylor Breen Tim McKee Wayne Janner

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Photo: Elevate Olathe Steering Committee

CITY STAFF

Kim Hollingsworth, Planning & Development Manager Jessica Schuller, Senior Planner Taylor Vande Velde, Planner II Lauren Winter, Planner II Chet Belcher, Chief Community Development Officer Jamie Robichaud, Economy Director Susan Sherman, City Manager Michael Wilkes, Former City Manager

ADDITIONAL PARTICIPANTS

4H Clubs AdventHealth (Mid-America Region) American Legion Angel Clothing Foundation Apogee Area Agency on Aging Atmos Energy Austin’s Bar and Grill Azria Health - Olathe Back-to-Nature Bass Pro Block & Company, Inc. Blue Valley School District Boy Scouts of America Boys and Girls Club Brogden Olathe Buick CASA of Johnson & Wyandotte Counties Catholic Charities Cedar Creek Realty LLC Center of Grace Char MacCallum Real Estate Group

City of De Soto City of Edgerton City of Gardner City of Lenexa City of Olathe Staff City of Overland Park City of Spring Hill Compass Financial Crown Realty De Soto School District DH Pace DLR Group Downtown Businesses Downtown Olathe Business Association Eden Village El Centro Inc. EPC Real Estate Group Evergreen Community Evergy Evolve - Olathe Young Professionals Express Employment Professionals Faith-Based Organizations Farm Bureau

Farmer’s Insurance Finkle + Williams Architecture First Federal of Olathe First National Bank of Olathe Fortiviti Gardner Edgerton School District Garmin Garmin Soccer Tournaments Coordinator GRATA Development Gunze Plastics and Engineering Habitat for Humanity of Kansas City HBC HDR Health Partnership Clinic Heartland Coca Cola Heise-Meyer Commercial Real Estate HNTB Corporation Home Builders Association of Greater Kansas City Home Field Olathe Honda of Olathe Honeywell HyVee Food Stores

Impact Center Inclusion Connections Inspired Homes Integrity Capital Management Intrust Bank John Deere Company Johnson County Community College Johnson County Extension Office Johnson County Football and Cheer Johnson County Government Junque Drawer Kansas 4D Ultrasound Kansas City Area Transportation Authority (KCATA) Kansas City Regional Association of Realtors Kansas Department of Transportation (KDOT) Kansas School for the Deaf Kansas State University - Olathe Campus Kansas Youth Soccer KCDC Keller Williams Kids TLC

ACKNOWLEDGMENTS

ADDITIONAL PARTICIPANTS

KVC Health Systems Landlords of Johnson County LANE4 Property Group Latino Coalition Leadership Olathe Life Journey Foundation Lions Club International Mahaffie Foundation Board MARC Communities for All Ages Marco Polo Selections Mid America Regional Council (MARC) Mid States Aerospace MidAmerica Nazarene University Milhaus Mission Southside Montgomery & Company NAACP, Olathe Chapter NSPJ Architects Olathe Board of Education Olathe Chamber of Commerce Olathe Civic Academy Olathe Club for the Deaf Olathe Convention & Visitors Bureau Olathe Economic Development Council Advisory Board Olathe Ford Olathe Girls Softball Association Olathe Historic Preservation Board Olathe Historical Society Olathe Holistic Health & Wellness Olathe Latino-Coalition Olathe Neighborhoods Olathe Parks & Recreation Advisory Board Olathe Rotary Olathe School DistrictOlathe School District Community Groups Olathe Student Government Day Olathe Teen Council Olathe Youth Baseball Opus Group Orizon Park Street Pastry Payne & Brockway Pepsi Beverage Company Persons with Disabilities Advisory Board PGAV Architects Phelps Engineering Pinot’s Palette Platinum Realty Polsinelli Law Firm Price Chopper Prieb Homes Prime Development Project 1020 ReeceNichols Renaissance Infrastructure Consulting (RIC) Ridgeview Village Riega Foods Rodrock Homes ROKC Safehome Salvation Army Scannell Schlagel & Associates Shadow Buddies Foundation Slaggie Architects Spencer Fane Spring Hill School District Starfish Project Foundation State Farm Insurance Subaru of Olathe Sunflower House Sysco Tall Trellis Tea-Biotics Terracon The Huff Group - Keller Williams Realty Partners The R.H. Johnson Company The University of Kansas Health System Trakas + Trakas United Way University of Kansas University of Kansas Edwards Campus VanTrust Real Estate WaterOne Webco YMCA

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CONTENTS

01. INTRODUCTION AND COMMUNITY PROFILE ................. 1

02. COMMUNITY OUTREACH ............................................... 13

03. VISION, GUIDING THEMES, AND GOALS .................... 23

04. LAND USE AND DEVELOPMENT ................................... 31

05. HOUSING AND NEIGHBORHOODS .............................. 45

06. ECONOMIC DEVELOPMENT.......................................... 63

07. TRANSPORTATION AND MOBILITY.............................. 81

08. COMMUNITY FACILITIES, PARKS AND INFRASTRUCTURE ..................................... 97

09. NATURAL ENVIRONMENT .......................................... 119

10. SUBAREAS ..................................................................... 127

11. IMPLEMENTATION ....................................................... 169

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01

ELEVATE

Introduction and Community Profile

Olathe is a proud, distinctive community. Its safe and attractive neighborhoods, excellent schools, city services, and abundant access to trails, parks and recreational amenities make the City an exceptional place to live, work, play, and do business. This chapter provides a snapshot of current conditions and answers the question: "Where is Olathe today?" to establish a clear understanding of the community's present state and plan appropriately for the next 15 years. Elevate Olathe will serve as a foundation for decision-making to implement the community's vision and goals.

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WHAT IS A COMPREHENSIVE PLAN?

The Elevate Olathe Comprehensive Plan describes the City as it is in 2025, including its opportunities, challenges, strengths, and limitations, and provides a roadmap for achieving the community's long-term vision over the next 15 years. The Plan will serve as a policy guide to be used collectively by City staff, elected and appointed officials, residents, business owners, service providers, developers, and others to achieve the City's goals.

Elevate Olathe addresses the interconnected elements that shape life and business in the City today and in the future. These elements include land use and development, housing and neighborhoods, economic development, transportation and mobility, community facilities and infrastructure, and the natural environment. The Plan is a dynamic, living document intended to be updated consistently in response to changing conditions and priorities over time. It articulates a cohesive vision representative of Olathe's residents, business community, and stakeholders.

The Plan provides detailed recommendations and implementation strategies to guide municipal regulations and annual budgeting, ensuring future growth aligns with the City's priorities and investments over the next 15 years.

THE COMPREHENSIVE PLAN SHOULD

Communicate the City's Vision The Plan is a statement of the community's vision for how it wants to grow and change in the years to come. The Plan should identify and articulate the City's priorities, charting a path for long-term growth.

Inform Development Proposals The Plan is a long-term guide that should be used to evaluate public and private proposals that affect the community's physical environment and economy to ensure that proposed development supports the City's long-term goals.

Serve as Foundation for Regulatory Framework The Plan serves as the foundation for the City's regulatory framework. It guides zoning and subdivision regulations and shapes future updates so development aligns with the community's long-term goals.

Coordinate Initiatives The Plan informs planning initiatives that affect the City at the local, county, and regional levels. The Plan should aid, inform, and respond to regional efforts related to housing, transportation, transit, trails, natural resources, economic development, and recreation.

Identify Additional Studies The Plan establishes a path forward but cannot address every issue faced by the City in sufficient detail. The Plan should help identify additional studies and future action steps to address specific needs.

Align and Inform CIP and Budgeting The Plan articulates the community's priorities and should inform the development of the City's Capital Improvement Plan (CIP) and budgeting.

POLICY GUIDE

The Elevate Olathe Comprehensive Plan is not a regulatory document as it does not alter or amend existing ordinances. It does not indicate a commitment to the described actions and recommendations within the Plan. Rather, the Plan serves as a foundation for the regulatory framework, providing policy guidance that outlines recommendations that must be considered and acted upon separately.

All policies should be compatible with and assist in realizing the Future Land Use Map. However, not all specifically relate to the community's physical growth, such as policies regarding identity. Each policy represents a choice, and each choice requires balancing complex and sometimes conflicting issues. The policies represent a significant decision to be made about the future form and pattern of a part of the community.

In June 2024 the City began the process to update the Comprehensive Plan. KICKOFF

In November 2024, the Existing Conditions Memo was completed to answer the questions: Where is Olathe today? What is working and what is not? SNAPSHOT

In early 2025, development of more detailed “subarea” plans for seven parts of the city began. The Subarea Plans were made available for public review in June 2025. SUBAREAS

In April 2026, adoption of the plan included additional opportunities for community input and marked the beginning of implementation. ADOPTION

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ENGAGEMENT In July 2024, community engagement began and continued throughout the process. This included both in-person events and online participation.

VISION In February 2025, the City leveraged the results of the community engagement process to develop a vision that reflects the values, priorities, and aspirations of the community.

PLAN In September 2025, City-wide plan elements were formed, building on all of the work that was completed.

HOW WAS THIS PLAN CREATED?

The development of the Plan is based on direction and input from City Council, the Planning Commission, the Steering Committee, City staff, residents and the business community through stakeholder workshops, interviews, public meetings, online public engagement tools, data collection, and field observations. The Plan also incorporates previous planning efforts, existing policies, and local, regional, and national data, which was analyzed geospatially to examine and assess the future of Olathe.

Public Engagement The Plan’s outreach combined in-person and online engagement to reach as many people as possible. Public input is summarized throughout the document to show how community feedback shaped the recommendations. Each chapter begins with a callout highlighting key themes from all engagement activities, and every subarea includes a “What We Heard” section drawn directly from workshops and local feedback.

Existing Conditions Memorandum This task included the preparation of an Existing Conditions Memorandum (ECM), which inventoried and provided a concise analysis of existing conditions, documented existing land uses, identified key thoroughfares, and provided an economic and demographic profile for Olathe. It is based on issues and opportunities identified through community outreach, a thorough review of the City’s past plans and studies, information provided by the City and partner agencies, feedback from community service providers, and field evaluation.

Vision Statement, Goals, and Key Recommendations Based on previous steps in the planning process, a “Vision Statement, Goals, and Key Recommendations Memo” was prepared and presented to the Steering Committee. Elevate Olathe establishes an overall “vision statement” for the future of the City that provides focus and direction with goals based on analysis and themes identified during community outreach.

Subarea Plans As part of the comprehensive planning process, Elevate Olathe dives deeper into seven areas of the City that are expected to experience significant change in the near future. The Plan includes subarea framework plans for five corridors — 175th Street, Parker Street, K-7 Highway, North Ridgeview Road, Santa Fe Street/I-35 Interchange — as well as the Original Town/Downtown area.

Draft and Final Comprehensive Plan Based on feedback received in the previous tasks, a draft Plan was prepared and feedback was received to refine the draft Plan. The Plan chapters prepared in this step reflect the vision, goals, and key recommendations developed throughout the planning process and serve as the foundation for land use decision making.

Implementation Strategy Based on the analysis and recommendations in the Plan, the Implementation Strategy provides guidance for how to put Elevate Olathe into action. The Implementation Strategy identifies the numerous funding sources, partnerships, and programs available to assist the City in realizing the vision and goals outlined in the Plan. It includes an accompanying Action Matrix that provides a comprehensive list of actions contained within the Plan, potential partnerships, and a timeline for their implementation.

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COMMUNITY PROFILE

HISTORY

Olathe's historical significance was established by its role as a vital transportation nexus. In the early 1800s, merchants and the military moved west through the area along the Santa Fe, Oregon, and California Trails. The Santa Fe Trail crossed Mill Creek in what is current day Olathe, Kansas. Olathe was founded in 1857 and was chosen to serve as the seat of Johnson County in 1859, two years before Kansas achieved statehood. The Mahaffie Stagecoach Stop, which still stands and now serves as both a historic site and recreational resource, provides an important link to this past and continues to be a source of community identity.

The community witnessed the transformation of the region into a bustling center of agriculture and commerce, increasingly tied to the growing nation. This transformation was exemplified by the creation of the Strang Trolley Line in 1907. This innovative rail line not only connected Olathe to downtown Kansas City but also introduced the pioneering gas-electric trolley car.

The Olathe Naval Air Station opened during WWII and has transformed into a growing economic hub as the New Century AirCenter. When I-35 was constructed in 1957, Olathe experienced rapid population growth propelled by its regional connectivity, distinctive character, and nationally acclaimed schools.

Urban Renewal in the mid-20th century removed many of the traditional downtown’s historic structures and design patterns, replacing them with pavement and surface parking lots. Since then, Olathe has continued to invest in rebuilding and reimagining its downtown, working to restore a sense of place and vitality for residents and visitors alike.

OLATHE IS THE SHAWNEE WORD FOR "BEAUTIFUL"

The Shawnee, or Shaawana, are the indigenous people who call this area home dating back to before the 16th century. The Shawnee were dispersed through the northeastern states, eventually making their way west of the Mississippi River in the areas of what is now Missouri and Kansas by the early 19th century.

REGIONAL CONTEXT

Situated 20 miles southwest of downtown Kansas City, Olathe serves as the county seat for Johnson County. Based on the 2023 American Community Survey (ACS) five-year estimate, Olathe is home to 143,720 residents. Olathe’s importance as a transportation nexus is due to its central location, direct access to I-35 and K-10, connection to the BNSF Edgerton Intermodal Facility, and proximity to Kansas City International Airport, situated just 40 miles to the north.

PLANNING AREA

The planning area boundary depicted on the map represents the area under the planning jurisdiction of the City of Olathe. The purpose of the planning area is to guide growth, identify future compatible land uses, and support infrastructure planning. Bordered by Lenexa, Overland Park, De Soto, Gardner, and Spring Hill, the planning area provides clear boundaries for the limits of the Comprehensive Plan. The unincorporated areas and direction of outward growth are primarily located to the south and west into Johnson County.

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LEGEND

ELEVATE OLATHE // COMPREHENSIVE PLAN INTRODUCTION AND COMMUNITY PROFILE 5

PLANS AND STUDIES

To gain a better understanding of prior initiatives, assessments, and objectives, a thorough review of the City’s existing and past plans, studies, and reports was conducted. As conditions change over time, the relevance of some past plans and studies decreases while others continue to provide community direction and represent community aspirations. All relevant materials, policies, and recommendations from these past plans and studies were taken into consideration as Elevate Olathe was developed. Elevate Olathe recommendations synthesize past plans and supersede the recommendations of existing land use and corridor plans.

PLANOLATHE (2010)

Adopted in 2010, PlanOlathe focused on a community-driven vision to guide the City’s growth and development. The plan included a review of policies and identified new opportunities and areas for improvement including a future land use strategy and an emphasis on expanding parks and recreation, improving transit, revitalizing downtown, diversifying housing options, and enhancing public safety.

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Elevate Olathe refines these goals to better reflect the City’s evolving priorities, ensuring they meet the demands of today’s residents while also preparing for future growth.

HISTORIC PRESERVATION MASTER PLAN (2013)

Adopted in 2013, the Historic Preservation Master Plan was developed to align with the principles of PlanOlathe and articulated a clear vision for the City rooted in its rich heritage. The plan outlined a comprehensive set of goals, policies, and strategies to guide development and revitalization efforts while preserving Olathe’s historic character and fostering a strong sense of place.

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Elevate Olathe assesses the current inventory of historic structures to provide an updated framework for preserving the unique character of the City. Specifically, the new Comprehensive Plan reviews the plan’s goals to determine how historic preservation strategies can be carried forward.

OLATHE TRANSPORTATION MASTER PLAN (2017)

The Olathe Transportation Master Plan (TMP) provided a comprehensive 25-year vision for the City’s transportation needs. A key focus of the plan was to integrate various transportation modes into a cohesive system capable of accommodating Olathe’s anticipated growth, which advocated for additional bike lanes, trails, and side paths.

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Elevate Olathe considers the TMP to identify remaining priority transportation projects, structure long-range goals in alignment with the upcoming Transportation Master Plan update and create a cohesive guide for future development.

ENVISION DOWNTOWN OLATHE (2018)

Envision Downtown Olathe was developed to strengthen the community’s commitment to revitalizing the Downtown area. The plan analyzed the existing land uses, building characteristics, historical significance, and economic activity. Strategic recommendations were crafted for numerous development and mobility improvements, including complete streets, infill development, transit hubs, mixed-use and multi-family projects, and park expansions.

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Elevate Olathe implements the plan’s applicable strategies and improvements, leveraging the Downtown Subarea Plan in Chapter 10: Subareas and addressing key topics such as outdoor urban community spaces, parking and mobility, preservation and rehabilitation, and creating more cohesive corridors.

OLATHE 2040: FUTURE READY STRATEGIC PLAN (2019)

Adopted in 2019, the Olathe 2040 Strategic Plan set a clear vision for advancing the City’s quality of life, infrastructure, economy, and exceptional services. Designed to position Olathe as a dynamic, future-ready community, the plan outlined specific goals, strategies, and performance measures to promote a resilient City.

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Elevate Olathe builds upon the strategic plan’s five core areas and applies the plan’s strategies to ensure Olathe continues to provide high-quality amenities, promote economic growth, and develop resilient infrastructure.

OLATHE PARKS AND RECREATION MASTER PLAN (2023)

The Olathe Parks and Recreation Master Plan promoted sustainability and optimization of resources while ensuring a balanced distribution of facilities and amenities. Aligned with the City’s other plans and studies, the plan also included an operational and financial overview and outlined strategic actions to guide future development, recreational programming, and park improvements.

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Elevate Olathe emphasizes the demand for enhanced park space and trail connectivity and highlights equity in creating accessible, modern recreational spaces for all residents. The Comprehensive Plan provides recommendations to integrate and shape the future framework for parks and recreation development.

OLATHE 2040 TRAILS AND GREENWAYS GUIDING PLAN (2023)

Adopted in 2023, the 2040 Trails and Greenways Guiding Plan outlined a vision for a comprehensive trail network connecting neighborhoods, schools, parks, and key destinations. It focuses on feasible trail development, user comfort, and greenway access while promoting diverse natural and social experiences.

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Elevate Olathe integrates the goals of the plan, emphasizing the importance of expanding trails, improving neighborhood connectivity, and creating safe, accessible routes for active transportation to support a healthy, connected, and environmentally conscious City.

ECONOMIC DEVELOPMENT STRATEGIC PLAN (2023)

The Economic Development Strategic Plan provides a forward-thinking framework to strengthen the City’s economy and enhance its appeal as a vibrant destination. With goals focused on investment, entrepreneurship, workforce development, and Downtown revitalization, the plan aimed to foster inclusive growth and innovation.

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Elevate Olathe considers and incorporates these goals and offers recommendations to strengthen the City’s economy through leadership opportunities, placemaking strategies, and partnerships with local universities and business owners.

CAPITAL IMPROVEMENT PLAN

Each year, the City updates its 5-year Capital Improvement Plan, aimed to identify, prioritize, and schedule capital projects, such as the construction of public infrastructure, over a multi-year period. The 5-year CIP provides a strategy to revitalize existing parks, transportation networks, stormwater facilities, solid waste, and sanitary and sewer services.

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Elevate Olathe incorporates the most recently adopted 5 year CIP to ensure recommendations include the plan’s expected project schedule to ensure recommendations related to parks, water and sewer facilities, transportation, and public recreation spaces align with the City’s priorities. Elevate Olathe also utilizes funding resources to establish realistic goals and potential projects.

ELEVATE OLATHE // COMPREHENSIVE PLAN 7 INTRODUCTION AND COMMUNITY PROFILE

EXISTING LAND USE

An inventory of the existing land use and development patterns was conducted to inform the planning process and gain a better understanding of Olathe. Field reconnaissance, research, and available data sources informed this review and was used to identify challenges and opportunities throughout this Plan. Ultimately, a total of 16 unique land uses were chosen to represent all uses found in Olathe and provide the basis for recommendations regarding planning and future development.

EXISTING LAND USES

• Agricultural
• Single-Family Detached
• Single-Family Attached
• Multi-Family
• Local Commercial
• Corridor Commercial
• Regional Commercial
• Mixed-Use
• Office
• Light Industrial
• General Industrial
• Heavy Industrial
• Public/Semi-Public
• Parks and Open Space
• Utilities and Transportation
• Vacant and Undeveloped

CONTEXT

• City Boundary
• Planning Area Boundary
• Railroad
• Bodies of Water

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AGRICULTURAL

Agricultural land uses include land actively used to produce crops and conduct farming-related activities. Low-density, single-family detached homes within the same parcel utilized for agricultural production are also included.

SINGLE-FAMILY DETACHED

Single-family detached uses consist of single-family homes occupying individual lots in a range of sizes. The single-family detached use includes both planned subdivisions and older established neighborhoods with traditional neighborhood patterns.

SINGLE-FAMILY ATTACHED

Single-family attached uses consist of two or three dwelling units, each individually owned and separated from the other by a common wall.

MULTI-FAMILY

Multi-family uses include residential structures with multiple dwelling units with more than four units, with shared entrances and corridors. Multi-family uses can consist of assisted living facilities, apartments, and condominiums.

LOCAL COMMERCIAL

Local commercial uses typically support nearby neighborhoods, allowing for quick trips for food, shopping, or services. Some examples of local businesses found throughout the community include coffee shops, local hardware stores, and small drug stores.

CORRIDOR COMMERCIAL

Corridor commercial uses follow a development pattern which typically includes medium-scale strip malls and big-box stores.

REGIONAL COMMERCIAL

Regional commercial uses are major draws that bring people to Olathe typically including businesses like big box retailers, chain restaurants, and franchise businesses.

MIXED-USE

Mixed-use land uses include development that integrates more than one land use into a single development. Mixed-use buildings will typically include a stacked combination of residential, commercial, or office uses. The land use can also be configured horizontally in a development or as a transit-oriented development consisting of attached or detached buildings of differing use categories (residential, commercial, and/or office) within the same area.

OFFICE

Office uses include buildings or developments dedicated to professional, service, and administrative activities. Office uses include large-scale office buildings, complexes, planned business parks, and small-scale individual office buildings.

LIGHT INDUSTRIAL

Light industrial uses include facilities involved in assembly, light manufacturing, storage, and distribution of goods and materials. This category also includes auto-oriented developments that are small in scale and have no outdoor storage.

GENERAL INDUSTRIAL

General industrial uses include warehouse/distribution, general manufacturing, and industrial services such as construction contractors found near major transportation routes. These uses may include limited outdoor storage.

HEAVY INDUSTRIAL

Heavy industrial uses are generally large-scale industrial activities that typically include the operation of heavy machinery, extensive storage facilities, and potentially hazardous processes with possible negative impacts such as noise, dust, pollution, and odors.

PUBLIC/SEMI-PUBLIC

Public/semi-public uses encompass those lands owned and operated by federal, state, or local governments as well as public and private educational facilities, cemeteries, churches, hospitals, nursing homes, or other non-profit facilities.

PARKS AND OPEN SPACE

Parks and open space uses include public or privately owned outdoor active and passive recreational areas as well as undeveloped or minimally developed land that provides natural landscapes or conservation areas including trails, pocket parks, or playgrounds.

UTILITIES AND TRANSPORTATION

Utilities and transportation uses include local infrastructure, rights-of-way, and easements for the transmission of gas, electricity, water, and sewer.

VACANT AND UNDEVELOPED

Vacant and undeveloped uses include natural areas such as fields, former farmland, or wooded areas that have not been prepared for development or designated for natural conservation.

DEMOGRAPHIC SNAPSHOT

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The demographic snapshot summarizes Olathe’s existing characteristics using data obtained from the 2022 American Community Survey (ACS) 5-Year data set. Where appropriate, comparison data from Overland Park, Lee’s Summit, and Johnson County is used to provide regional context to understand broader demographic patterns.

These communities were selected for a variety of reasons. Olathe, Overland Park, and Lee’s Summit have similar demographic patterns. All three have similar populations, ages, incomes, and ethnicities when compared to other communities in the Kansas City Metro area. Johnson County was selected to highlight more regional patterns and use as a baseline for the region.

POPULATION

The City’s growth has slowed in recent years but continues to grow faster than its peer communities.

In 2023, Olathe’s population was 143,720 residents and is forecasted to grow to over 160,000 residents by 2050, an increase of nearly 20,000 people in the next 25 years, according to the Mid-America Regional Council (MARC). Olathe’s population more than doubled since 1990 from 63,442 residents. Between 2010 and 2021, Olathe’s growth rate slowed to 17.7%, but it remained comparable to Overland Park (16.9%) and Lee’s Summit (15.3%) and just above the overall growth rate of Johnson County (15%).

INCOME

Olathe had the highest median household income in 2022, with the highest proportional increase among its peer communities.

The median household income in Olathe, Overland Park, Lee’s Summit, and Johnson County has seen growth from 2000 to 2022. In Olathe, the median household income increased from $68,498 in 2000 to $108,077 by 2022, representing a 57.8% rise. Overland Park saw a 30.7% increase from $77,176 in 2000 to $100,876 in 2022. Lee’s Summit and Johnson County saw comparable growth, with both areas’ median household income exceeding $100,000 by 2022.

AGE

Between 2010 and 2022, Olathe’s median age increased more than its peer communities.

Age is a crucial factor in assessing population trends in Olathe, as it impacts how residents engage with their community. As of 2022, Olathe’s median age was 36.3 years, slightly younger than Overland Park’s 38.4 years, Lee’s Summit’s 38.6 years, and Johnson County’s 38.1 years. However, Olathe experienced over 125% growth in the 65+ age group, which generally indicates an aging population.

RACE AND ETHNICITY

Olathe is slightly more racially and ethnically diverse than its peer communities and Johnson County.

The population of Olathe is predominantly white (75%). The next largest group is Hispanic or Latino (11.7%), followed by Black or African American (5.1%), and then by those who identify as Asian and Pacific Islander (4.1%). The City has a slightly higher percentage (11.7%) of residents identifying as Hispanic or Latino compared to Overland Park, Lee’s Summit, and Johnson County.

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128% Increase in Median Housing Value

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71.2% Housing Stock Single-Family Homes

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42.7% Renters and 15.1% Homeowners Cost-Burdened

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Over 50% of Residents Have Obtained a College Degree

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Largest Employer is Health Care and Social Assistance

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HOUSING

The median home value for owner-occupied homes in Olathe, Overland Park, Lee’s Summit, and Johnson County increased significantly from 2000 to 2022.

In Olathe, the median home value grew 128% growing from roughly $139,500 in 2000 to over $317,900 in 2022. Overland Park, Lee’s Summit, and Johnson County all experienced similar increases, representing substantial growth in home values in the region. Olathe also had the highest housing occupancy rate among nearby areas, at 97%.

Housing Year Built and Type

Most of Olathe’s housing units were built between 1970 and 2009 (76.4%). In 2022, Olathe’s housing stock primarily consisted of single-family detached homes, making up 71.2%. This is followed by multi-family apartment buildings with 10 or more units, which made up 11.3% of the City’s total housing stock.

Housing Attainability

In Olathe, a higher percentage of renters experienced a housing cost burden than homeowners. Approximately 42.7% of renter households face cost burdens, compared to only 15.1% of homeowners. Among the comparable communities, Lee’s Summit had the highest percentage of renters’ cost burdened at 43.7%. Overland Park had 35.2% of renters cost-burdened and 16.2% of homeowners cost-burdened.

The U.S. Department of Housing and Urban Development (HUD) defines cost-burdened households as those who pay more than 30% of their income for housing.

EDUCATION

Olathe has the highest public school enrollment rate at 91 percent among comparison communities.

Olathe stands out for its strong educational profile. About a third of residents hold a bachelor’s degree or higher, and nearly one in five has a graduate degree, putting the city just behind Overland Park but ahead of Lee’s Summit and Johnson County.

Olathe also leads in public school enrollment, with 91 percent of students attending public schools, while private school enrollment remains lower than in nearby communities.

EMPLOYMENT

From 2010 to 2021, Health Care/Social Assistance and Manufacturing were the largest employment sectors for Olathe residents.

During this period, the Transportation and Warehousing sectors experienced the greatest growth in new jobs. Employment in these sectors doubled from 1,833 to 3,678, reflecting Olathe’s expanding role in warehousing and distribution. For jobs located within Olathe, the Health Care/Social Assistance sector grew by 44.2% and Manufacturing rose by 46.1% from 2010 to 2021. The Construction sector saw the greatest increase in jobs growing by 79.4%. In 2021, approximately 73.7% of workers employed in Olathe commuted from outside the City, while 26.3% both lived and worked in Olathe. Approximately 74.5% of employed Olathe residents commuted to jobs outside the City. By comparison, 68.9% of Overland Park residents, 80.1% of Lee’s Summit residents, and 63.9% of Johnson County residents commute to jobs outside their communities.

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02

ELEVATE

Community Outreach

Throughout the planning process, extensive community outreach was conducted to maximize public participation. This outreach was conducted to gain input from residents, the local business community, City officials, and key stakeholders on issues, challenges, and opportunities facing Olathe. The planning process had over 3,000 points of engagement through a combination of in-person and online community outreach tools and exercises. Community feedback was instrumental in informing the recommendations and strategies found in the Comprehensive Plan.

COMMUNITY OUTREACH

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We need to build more retail shops, restaurants, and dining options. There are a lot of opportunities for development in Olathe.

• Survey Respondent

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IN-PERSON OUTREACH

As part of the initial outreach phase, the project team conducted five in-person workshops with various groups and departments to identify Olathe's key challenges, opportunities, strengths, and assets. This approach ensured that the planning process was informed by a diverse range of perspectives, addressing the unique needs and goals of the City.

Workshops

Each workshop began with participants individually identifying the opportunities and challenges facing the community, which were shared and consolidated into a cumulative list. The participants then ranked the three most important opportunities or challenges from this list to identify the most pressing challenges in the community. Following this, they were asked to name specific projects or actions that could address these concerns. Finally, participants were asked to identify and discuss the strengths and advantages of Olathe that should be preserved.

City Staff Workshop

June 11, 2024 - Participants: 27

The City Staff Workshop provided an opportunity for staff members from across the City's departments to offer their input on the Plan. They highlighted concerns about transportation connectivity gaps, traffic flow issues, public transit, and housing affordability, emphasizing the need for more housing options. Staff also raised concerns regarding economic development, and the need for stronger placemaking efforts. Participants identified city services, strong sense of community, safety, educational quality, and parks and recreational spaces as strengths.

City Council and Planning Commission Workshop

June 11, 2024 - Participants: 15

The City Council and Planning Commission Workshop was an opportunity for elected and appointed officials to offer their feedback on the Plan, with a particular focus on community impacts. The group highlighted concerns about traffic flow, road maintenance, and the need for improvements at railroad crossings. Participants also stressed the importance of expanding affordable housing options, enhancing commercial spaces, and increasing entertainment and retail options. When asked to identify strengths of Olathe, workshop participants listed city services, educational offerings, safety, young family population and a strong community spirit.

Department Leaders Workshop

June 12, 2024 - Participants: 23

The Department Leaders Workshop provided leadership from the economic development program, public works, public safety, parks and recreation, planning, finance, housing services, and other city divisions an opportunity to offer their input and feedback regarding the Plan. Participants identified several important issues impacting transportation and mobility, emphasizing the need for improved east-west routes, enhanced public transit, and improved railroad crossings. Housing concerns focused on the need for more affordable housing options, including workforce housing to help attract a skilled workforce. Department leaders highlighted redevelopment efforts, focusing on sustainable practices and revitalizing older areas. They identified fiscal stability, parks and trails, safety, and community pride as key assets of Olathe.

Steering Committee Workshop

June 12, 2024 - Participants: 11

During the Steering Committee Workshop, concerns centered around traffic congestion, particularly on I-35, and challenges with railroad crossings. Participants stated concerns with the shortage of restaurants, retail, and entertainment options. Additionally, the discussion emphasized the need for more affordable housing options and the high cost of single-family homes. Downtown development was identified as a priority, with participants advocating for substantial revitalization efforts to create a vibrant urban center.

Business Community & Economic Development Council Workshops

September 19th, October 1st, and November 22, 2024 - Participants: 57

The Business Community Workshop identified the top issues as the lack of large entertainment destinations, traffic congestion, and improving existing infrastructure. Additional concerns related to workforce housing and small commercial development were discussed. When asked to identify the assets and strengths of Olathe, participants listed the sense of community pride and the City's location within the larger Kansas City metro.

Further discussions were held with the Olathe Chamber of Commerce Economic Development Council, the Olathe Chamber of Commerce Board of Directors, and City Staff during the Chamber Board annual retreat. Feedback highlighted the need for more commercial opportunities, including fine dining, unique retail, and Downtown events and experiences. Participants also highlighted transportation challenges, including increasing traffic, at-grade railroad crossings, and congested intersections.

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Over 2,150 People Participated In-Person Throughout the Planning Process

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We need to continue revitalizing our aging retail centers and diversify the local market.

• Survey Respondent

I would love to see our trails, sidewalks, and bike lanes continue to be expanded and improved for safety.

• Survey Respondent

Key Stakeholder Interviews

June - September 2024 - Participants: 54

Interviews were conducted with key stakeholders such as business owners, developers, or utility providers in Olathe to discuss the priorities for the updated Plan between July and September 2024. The interviews were structured as open-ended conversations between the stakeholders and the project team. A total of 54 individual stakeholders were interviewed either in groups or one-on-one with the project team.

Community Kick-off Event

September 18, 2024 - Participants: 50

The City hosted this first official public kick-off event on September 18, 2024. The event allowed residents, business owners and operators, and other key stakeholders to discuss the community and provide input. A Spanish and ASL interpreter were available at the event to allow for participation from everyone. The interactive workshop allowed participants to identify their top five issues or concerns. Each group shared their primary concerns; key themes emerged such as the need for more affordable housing options, support for small businesses, and expanded entertainment options particularly in Downtown. Participants also stressed the need for safer bike and pedestrian pathways, and better managed traffic congestion.

Dream Big Community Visioning Open House

December 10, 2024 - Participants: 180

Olathe hosted the Dream Big Community Open House to gather community input about how residents would like to see Olathe grow and develop in the years to come. The open house enabled residents and stakeholders to discuss ideas and provide input to be implemented as part of this Plan.

Participants emphasized the need for diverse housing types, affordable housing options, and walkable neighborhoods. The feedback received also indicated the need to improve commercial corridors through neighborhood-oriented development and new Downtown development, including more entertainment and retail options. Improved road connectivity, congestion solutions, and improved public transit were also discussed as being important for the community.

Staff-Led Workshops

August - November 2024 - Participants: 90

Staff hosted workshops with several groups and organizations to provide an overview of the Plan update and gather feedback throughout the fall of 2024. Organizations included the Kansas City Home Builders Association, Olathe Teen Council, Olathe Persons with Disabilities Advisory Board, Olathe Historic Preservation Board, Olathe 2040 Team Leads, Olathe Community Development Staff and Downtown businesses. Participants received an overview of the purpose and timeline for the Plan update along with highlights of community engagement activities. Additionally, participants were invited to complete the online survey and mapping after the workshop.

Community Group Workshops

Participants shared a vision for Olathe that includes increased housing density, new business development, and improved public transportation. Additionally, there was strong interest in establishing an Olathe historical museum to celebrate the City's heritage. Feedback also highlighted challenges such as train traffic, Downtown's identity, and addressing the lack of sewered land for new development. Other priorities included enhancing the farmers market, improving wayfinding, and fostering neighborhood-oriented commercial and park development to better serve the community.

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Community Events

The Elevate Olathe Engagers, a team of 65 staff members, led in-person outreach efforts at various community events during the summer and fall of 2024. Over 1,500 participants provided feedback through interactive activities including a mapping exercise, wheel game, and video booth. Younger participants were encouraged to illustrate their dreams for Olathe’s future and share their favorite places to eat, shop, and play. Feedback was gathered at prominent events in the community including:

• Olathe Fourth Fridays
• Johnson County Old Settlers
• Olathe Farmers Market
• State of the City
• Olathe Chamber Career Expo
• Olathe Live!
• Olathe Arts Festival
• Olathe Business Workshop
• Evolve Olathe Young Professionals
• Olathe Teen Council
• Olathe EDC Advisory Council
• Home Builders Association
• Historic Preservation Board
• Olathe Chamber Board of Directors
• Olathe School District Community Group
• Olathe Civic Academy
• Olathe School Board

Community feedback highlighted the need for enhanced recreational amenities including park improvements, sports courts, and dog parks. Other participants expressed interest in destination entertainment, diverse dining options, and improved accessibility. Transportation priorities included better east-west road access, addressing railroad crossings, and reducing congestion on Santa Fe Street. Additional priorities included library programs, mental health resources, diversity events, affordable housing, and reinvestment in Downtown and established neighborhoods.

Subarea Open Houses

Growth/Edge Subareas May 29, 2025 - Participants: 47 Interior/Core Subareas June 5, 2025 - Participants: 75

The City hosted two subarea visioning workshops to gather specific community input about each of the six subareas included in the Comprehensive Plan. These workshops provided residents with an opportunity to provide input about their concerns and hopes for the subareas, communicate how they would like to see each subarea grow and develop in the years to come, and discuss ideas to be implemented as part of the Plan. Refer to Chapter 10: Subareas for more information.

Community Open House

January 13, 2025 – Participants: 21

The Community Open House provided an opportunity to gather community input on the draft Elevate Olathe Comprehensive Plan. Residents were invited to participate in the open house to learn more about the plan and provide feedback. Following the open house, feedback was received and incorporated into the final revisions of the Plan document.

Staff-Led Open Houses

January 21, 2025 – Participants: 6 January 27, 2025 – Participants: 26

In addition to the Community Open House, Olathe staff facilitated two other events for the public to to provide input on the draft Elevate Olathe Comprehensive Plan. Residents were invited to participate in the open house to learn more about the plan and provide feedback. Following the open house, feedback was received and incorporated into the final revisions of the Plan document.

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The municipal services in Olathe are a huge asset to the community. The community center has been a great benefit for senior living.

• Survey Respondent

I really appreciate that Olathe is always trying to evolve while still maintaining its own “down to earth” image.

• Survey Respondent

850 Survey Responses

ONLINE OUTREACH

Online outreach opportunities allowed residents and stakeholders to share their feedback at their convenience throughout the planning process. These included a dedicated project website, a community survey, and an interactive mapping exercise.

Project Website

A dedicated interactive project website was created to support the planning process and keep the public informed. It provided project information, updates, workshop details, meeting notices, and key documents such as summaries, public review drafts, and memorandums. The site also hosted outreach tools, including an online survey and map. social.

Community Survey

Participants: 850

Through an online community survey on the project website, Olathe residents and stakeholders were invited to share their thoughts on the community’s existing conditions and future opportunities. The survey covered various aspects of Olathe, including housing and residential areas, commercial and industrial areas, community facilities and services, transportation, sustainability initiatives, character and perception, and strengths and weaknesses. Each section of the survey assessed strengths and weaknesses with specific questions related to each corresponding topic.

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238 map.social Points Placed

map.social

Points: 238

map.social is an online mapping tool that allowed participants to pinpoint issues and opportunities in Olathe on their own personalized map. Points could be used to identify the City’s assets and opportunities, such as public services, priority development sites, new bike routes and paths, and desired uses and developments. Site users could also place points on the map to identify issues such as problematic intersections, poor building appearance, and public safety concerns. The map displays the data from the map.social participants. By identifying issues and highlights within the community, residents offered firsthand information about the City. These data points helped inform the recommendations of this Plan.

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MAP.SOCIAL ⭐ Community Asset ⭕ Problematic Intersection 🔘 Public Safety Concern 🔵 Undesirable Use ❇️ Key Transit Destination 🟢 Desired Use/Development 🟡 Poor Appearance ⚫ Other --- Bikes and Trails [ ] Development Priority Site

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17 COMMUNITY EVENTS ATTENDED

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4,000+ TOTAL PARTICIPANTS

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65 STAFF ENGAGERS

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750+ COMMENTS AT COMMUNITY EVENTS

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12 OPEN HOUSES & WORKSHOPS

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890 ONLINE SURVEYS

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230+ MAP COMMENTS

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30+ STAKEHOLDER MEETINGS

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TOP 15 TAKEAWAYS

Based on all the outreach conducted throughout the Elevate Olathe planning process, the following top 15 takeaways were identified. These takeaways are addressed in various places and at various levels throughout the Plan. These takeaways are generalized. For a more detailed outreach summary see the Elevate Olathe Community Engagement Summary on the City’s website.

Affordable and attainable housing is the dominant concern. Residents want options for first-time buyers, seniors, teachers, and workforce households, especially below the current median price. Housing type mismatch is a growing problem. Too much large single-family housing, not enough duplexes, townhomes, condos, and small multifamily.

Transportation Congestion and Roadway Improvements. Frequent calls to address traffic flow, especially on I-35, K-7, K-10, 135th Street, and Santa Fe; solutions like elevating railroad crossings, extending roads (e.g., 127th Street), and adding controlled intersections to reduce delays and improve east-west connectivity.

Bike and Pedestrian Infrastructure/ Safety. Desire for expanded, safe bike lanes, trails, and sidewalks; focus on connectivity to key areas (e.g., downtown, schools, parks), ADA compliance, better crosswalks, and maintenance to promote walkability and reduce car dependency.

Downtown Revitalization and Activation. Prioritizing redevelopment of Original Town/ downtown as a vibrant hub with mixed-use spaces, entertainment, unique retail, and events; concerns about underutilized areas like the Santa Fe corridor and need for better branding/placemaking.

Public Transit Enhancements. Calls for improved, accessible public transportation (e.g., more bus stops with shelters, microtransit, light rail to Kansas City); addressing limitations in current services to better serve diverse needs, including seniors and non-drivers.

Parks and Recreation Expansion/ Preservation. Appreciation for existing parks/trails but strong support for more green spaces, indoor facilities (e.g., year-round youth sports), and connections (e.g., trails to downtown); emphasis on preserving natural areas and adding amenities like pickleball courts.

Retail and Entertainment Diversity. Need for more unique dining, shopping, and entertainment options (e.g., fine dining, theaters, family-friendly venues); reducing reliance on big-box stores and warehouses, with focus on neighborhood-oriented and experiential retail.

Economic Development and Workforce Attraction. Attracting skilled workers through better retail/entertainment, business diversity, and infrastructure; concerns about external perception and need for large entertainment destinations to boost revenue and local economy.

Infill and Redevelopment of Vacant/Underutilized Spaces. Repurposing areas like the Great Mall, vacant commercial sites, and Santa Fe corridor for mixed-use developments; preventing sprawl by prioritizing infill over new expansion.

Sustainability and Environmental Preservation. Protecting natural resources (e.g., lakes, watersheds, agricultural lands, critical habitats); promoting green practices, tree planting, stormwater management, and balancing growth with conservation.

Community Facilities and Infrastructure Upgrades. Enhancing facilities like senior centers, community centers with pools/courts, and libraries; improving stormwater/sewer systems, especially in south Olathe, and ensuring equitable access.

Inclusivity for Diverse Populations. Supporting underserved groups (e.g., Hispanic/Latino, deaf, seniors, homeless, disabled) through inclusive spaces, resources, and safe environments; addressing homelessness with housing solutions.

Balancing Growth and Annexation. Managing expansion (e.g., southern/western areas) while balancing residential/commercial development; concerns about over-reliance on residential taxes and need for strategic annexation.

Education and School Support. Leveraging strong schools as an asset; calls for partnerships with districts/universities, better integration with neighborhoods, and safety improvements near schools.

Community Identity, Image, and Beautification. Enhancing Olathe’s appeal through entryway beautification, festivals, wayfinding, and unique character; fostering sense of place to distinguish from neighboring cities.

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03

ELEVATE

Vision, Guiding Themes, and Goals

The Vision, Guiding Themes, and Goals chapter was shaped by feedback gathered through engagement with residents and stakeholders about the future they envision for Olathe. The vision and goals define the desired plan outcomes and provide a framework for decision-making, resource allocation, and policy development to ensure every element of the Plan is aligned. The guiding themes work collectively with the visions and goals to deliver the community's vision through a clear framework that guides planning efforts to ensure they complement and extend all initiatives to create a livable, active, and resilient Olathe.

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NAVIGATING THE PLAN

The Elevate Olathe Comprehensive Plan is organized to clearly connect community values with the City’s long-term vision and day-to-day decision-making.

The Vision sets the overall direction for the next 15 years, describing the kind of community Olathe seeks to become.

The foundation of the Plan is its Guiding Themes which are the core values that emerged through community outreach. Each chapter highlights how these themes influenced the policies and recommendations for that topic.

Each core chapter of the Plan contains a Chapter Vision. This provides the forward-thinking, big ideas which the City seeks to achieve for land use, housing, economic development, transportation, community facilities, and the natural environment.

The Goals break the Chapter Visions into measurable outcomes that the City will work toward, organized by Plan element.

To achieve these goals, the Plan identifies Strategies which are specific actions, policies, and tools the City can use.

Each chapter also includes Additional Recommendations to address specific challenges or opportunities raised during the planning process.

Together, these components provide a roadmap: the guiding themes establish priorities, the vision defines the destination, the goals describe the desired results, and the strategies and additional recommendations outline the path to get there.

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ELEVATE OLATHE

VISION STATEMENT

Over the next 15 years, Olathe will strengthen its position as a dynamic, welcoming, and resilient community, continuing to grow its economy. Rooted in its rich history and driven by a bold vision, Olathe's neighborhoods will thrive and connect, offering diverse housing options, dynamic mixed-use centers, and a Downtown that pulses with energy and culture.

Promoting strategic growth, Olathe will invest in essential infrastructure and utilities, ensuring reliability, resilience, and efficiency. A seamless and accessible multi-modal transportation network will connect people to jobs, schools, and entertainment. Parks, trails, and open spaces will provide opportunities for recreation, gathering, and connection, interwoven into what defines an exceptional Olathe quality of life.

With a commitment to setting the standard for excellence in public service and forward thinking development, Olathe will remain a future-ready leader in the Kansas City metro, a place where people and businesses thrive.

GUIDING THEMES

Through Elevate Olathe’s extensive community engagement process, a core set of community values emerged. These have been organized into Guiding Themes, which are used throughout the Plan to help connect the vision and goals and guide City efforts and resources to achieve its aspirations for the future. The four Guiding Themes are:

LIVABILITY

Olathe supports a high quality of life with excellent services, schools, and diverse, quality housing options. Opportunities for revitalization, infill housing, and new mixed-use developments position Olathe as an exceptional place to live, work, raise a family, or start a business.

MOBILITY

Olathe capitalizes on its central location within the existing transportation network of the Kansas City metropolitan area, including railways, highways, and roads in and out of the City. With many corridors, nodes, and destinations to visit, Olathe’s established transportation network provides numerous safe and convenient options, including public transit, bicycle lanes, trails, and sidewalks for pedestrians.

RESILIENCY

Olathe is a welcoming community where all residents, regardless of background, age, ability, or income, can realize their potential. Our diverse business and industrial sectors adapt to changing economic conditions and technologies, supporting long-term sustainability. Olathe is committed to being Future Ready to emergency preparedness, environmental stewardship, and reducing risks from natural and man-made hazards. Olathe’s diversity, coupled with a commitment to sustainable practices, is a source of strength and resilience for current and future generations.

IDENTITY

Olathe is a distinctive community with an authentic identity rooted in its history and natural environment. Recognizing and enhancing its identity through collaboration, partnerships, and beautification efforts will continue to distinguish Olathe from its neighboring communities.

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ALIGNMENT WITH OLATHE 2040: FUTURE READY STRATEGIC PLAN

The Olathe 2040: Future Ready Strategic Plan sets a high-level vision with measurable goals and targets to guide the City through 2040 across the five focus areas of future readiness, economy, exceptional services, infrastructure, and quality of life.

The Elevate Olathe Comprehensive Plan is the City’s plan for land use, housing, economic development, transportation and mobility, and community facilities and infrastructure. It provides the implementation strategy to achieve the overarching vision for the community.

The two documents work in tandem to turn shared priorities into action. Elevate Olathe aligns its land use designations, subarea plans, and recommendations with the 2040 Strategic Plan, ensuring City decisions consistently advance the community’s vision. The Unified Development Ordinance provides the legal framework through zoning and subdivision standards to uphold these goals, guiding every development proposal toward the same unified future.

GOALS AND STRATEGIES

Goals are broad and long-range desired outcomes. The City's planning efforts should work to support and achieve these goals. They are ambitious and will require the execution of many policies, recommendations, and actions in the Comprehensive Plan to be fully realized. The goals are organized by Plan Element and do not necessarily tie back to the Plan chapters.

The recommended strategies identify a set of policies and initiatives needed to support the Guiding Themes, Vision, and Goals. The Recommended Strategies have been provided for each element of the Comprehensive Plan with each tied to an action item in the action matrix in Chapter 11: Implementation.

GOAL 1

LAND USE AND DEVELOPMENT

Plan for new growth and annexation to maintain a responsible level of expansion that incorporates parks, greenways, and related infrastructure.

STRATEGIES

GOAL 2

LAND USE AND DEVELOPMENT

Provide a balanced, compatible, and resilient mix of land residential areas to support more connected and ensure the efficient use of existing infrastructure and resources.

STRATEGIES

GOAL 3

HOUSING AND NEIGHBORHOODS

Support further reinvestment and rehabilitation of the City's established neighborhoods by encouraging compatible single-family and small-scale missing middle development on infill properties.

STRATEGIES

GOAL 4

HOUSING AND NEIGHBORHOODS

Stimulate and promote a range of housing options and support quality neighborhoods for all ages and abilities by preserving and revitalizing the aging housing stock and expanding housing options, including duplexes, triplexes, and townhomes.

STRATEGIES

GOAL 5

ECONOMIC DEVELOPMENT

Maximize the potential of commercial nodes and corridors throughout the City by encouraging more mixed-use, focused development in older, and newly established commercial areas.

STRATEGIES

GOAL 6

ECONOMIC DEVELOPMENT

Build on the strategies outlined in the Economic Development Strategic Plan to continue to strengthen the local economy by attracting and supporting local businesses and major employers that provide well-paying, high-quality employment opportunities.

STRATEGIES

GOAL 7

ECONOMIC DEVELOPMENT

Retain, attract, and invest in highly educated and skilled workers to support growing industries in Olathe and the surrounding region and strengthen the knowledge-based workforce by continuing to partner with outside organizations.

STRATEGIES

GOAL 8

TRANSPORTATION AND MOBILITY

Develop active transportation infrastructure throughout the City to provide safe and convenient mobility, fill existing gaps in the bicycle and pedestrian infrastructure network, and promote transit-oriented developments.

STRATEGIES

GOAL 9

TRANSPORTATION AND MOBILITY

Provide a balanced transportation network that accommodates the safe and efficient circulation of vehicles throughout the community by continuing to implement projects identified in the Transportation Master Plan.

STRATEGIES

GOAL 10

COMMUNITY FACILITIES, PARKS AND INFRASTRUCTURE

Promote the upkeep of essential community facilities and the provision of high-quality community services, parks, and open spaces, while identifying opportunities for new amenities as the city grows.

STRATEGIES

GOAL 11

COMMUNITY FACILITIES, PARKS AND INFRASTRUCTURE

Invest in the City’s essential utility services, including water, sewer, stormwater, fiber, power, and waste infrastructure to strengthen coordination and partnerships between utility providers and enhance Olathe’s resilience.

STRATEGIES

GOAL 12

NATURAL ENVIRONMENT

Improve the quality of Olathe’s natural areas by protecting and enhancing their ecological functions so they manage stormwater, reduce heat impacts, provide wildlife habitat, and strengthen the City’s resilience to extreme weather.

STRATEGIES

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04

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ELEVATE

Land Use and

Development

By 2040, Olathe will make land use and development decisions that ensure responsible growth, sustain a thriving, dynamic economy, support amenity-rich, complete neighborhoods for all, and protect the natural environment.

■ Goal 1: Provide a balanced, compatible, and resilient mix of land uses throughout the city. ■ Goal 2: Plan for growth and annexation to maintain a responsible level of expansion.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

Land Use supports Olathe’s livability by providing the foundation for complete, amenity-rich neighborhoods and varied housing stock, a diverse, flourishing economy, and a balanced, multimodal transportation system.

MOBILITY

An interconnected and reliable transportation network is essential for cities. Olathe relies on its established roadway system and network of sidewalks, bike lanes, and trails, guided by an efficient land use framework, to connect different land uses and sustain its high quality of life and strong economy.

RESILIENCY

Through carefully planned land use, Olathe can encourage the development of a diverse housing stock and economy while protecting its natural assets, enabling it to weather, adapt to, and bounce back from change.

IDENTITY

Through diligent and thoughtful land use planning, Olathe can strengthen and leverage its distinct identity and sense of place to bolster its quality of life and economy.

WHAT WE HEARD

During outreach, participants emphasized the growing need for attainable housing as prices continue to rise, making it harder for many to live in the community. They also expressed a strong desire for more diverse businesses, especially new retail and restaurant options that bring life and variety to local streets. Many residents shared a clear vision for Downtown: a more active, walkable district with mixed-use development and a stronger sense of community connection.

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KEY DEVELOPMENT INFLUENCES

Olathe faces several constraints that shaped the development of the Future Land Use Plan (Page 36). These challenges highlight the importance of thoughtful planning to balance growth with environmental and regulatory considerations.

The City's existing land use was used as a foundation to start shaping the future land use pattern. However, additional constraints and considerations such as population projections, land cover change, and vacant property were also used. The following provides a more detailed discussion about each of the constraints and considerations used when creating the Future Land Use Plan.

POPULATION PROJECTIONS

According to the Mid-America Regional Council (MARC), Olathe's population is expected to exceed 160,000 residents by 2050, representing an increase of nearly 20,000 people. This projected growth places increased pressure on land use planning to accommodate more housing, infrastructure, services, and jobs. The Future Land Use Plan considers the sufficient capacity for residential and commercial development while preserving community character and ensuring equitable access to amenities.

LAND COVER CHANGE

Land cover in Olathe has changed significantly due to annexation, growth, and new development. From 2001 to 2024, developed land increased by 13 percent, with notable expansion west of K-7 and in areas north of 119th Street and south of 159th Street. These changes often replaced forest and cropland with urban uses. Future land use planning carefully evaluated remaining growth areas to balance continued development with the preservation of natural features and agricultural lands, promoting responsible urban expansion.

VACANT PROPERTY

As the supply of vacant and undeveloped land within the City limits declined, planning for infill development and strategic reuse was increasingly important. Many of these vacant parcels include natural areas, future development sites, and remnants of former farmland or unused subdivision lots. Land use planning prioritized the efficient use of compact, connected development and discouraging leapfrog or low-density expansion that strains infrastructure and public services.

ANNEXATIONS

Olathe has evolved from a small rural town into a major suburban city within the Kansas City metropolitan area. Incorporated in 1857 and designated as the county seat in 1859, Olathe’s economic and population growth has benefitted from strategic annexation of adjacent lands. This proactive approach has enabled the City to plan for and manage growth thoughtfully, aligning new development with long-term planning goals. Olathe’s incorporated area has steadily grown since it was founded in 1857, with the largest expansion occurring in 1968 when over 15,000 acres were annexed into the City. Looking ahead, growth is anticipated in areas to the south and west of the City as Olathe’s north and east borders are shared with adjacent municipalities. Unlike many landlocked cities in northeast Johnson County, Olathe is one of the few municipalities that still has meaningful opportunities to annex adjacent unincorporated land, particularly in southern and western areas of the City.

In Kansas, annexation can occur either voluntarily or involuntarily. Voluntary annexation takes place when property owners request to join the City, as long as their land borders existing City limits. Involuntary annexation is initiated by the City and requires a public hearing and approval by the County Commission, particularly for unincorporated areas. In such cases, the City must demonstrate it can provide essential services to the area.

A 2022 Kansas Supreme Court ruling suggests that previous boundary agreements between municipalities may no longer be enforceable. This ruling creates uncertainty within a City’s future plan area, impacting a City’s ability to plan for future growth and its necessary service expansions. As annexation remains a key tool for managing growth, the following section identifies a Growth Area Framework and offers guidance on how future annexations should occur to meet the City’s evolving needs.

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ANNEXATIONS

GROWTH AREAS

This section establishes long-term priorities for future growth. Growth within City limits is a priority as this leverages existing infrastructure investments. The Growth Areas Map identifies areas of the City for Infill Opportunities, Strategic Growth, and Future Growth Opportunities. It provides guidance on priority areas for development, capital projects to expand infrastructure capacity, and pockets for future outward growth or annexation.

GROWTH AREAS

• Infill Opportunities
• Strategic Growth
• Future Growth Opportunities
• Built Out Areas

CONTEXT

• City Boundary
• Planning Area Boundary
• Bodies of Water
• Floodplains
• Parks and Open Space

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GROWTH PRIORITIES

Encouraging infill promotes a more efficient use of infrastructure and avoids the added maintenance costs created by leap-frog development. This reflects the desire, expressed during various forms of outreach, to prevent urban sprawl and make efficient use of infrastructure. Pockets of vacant and undeveloped parcels throughout the City should be developed first to take advantage of existing utilities and infrastructure and complement existing development patterns. The City should also prioritize annexations in areas identified as Strategic Growth and to a lesser extent Future Growth Opportunity areas outside City limits. Strategic annexation in these areas would allow the City to manage growth for a more orderly and systematic expansion of City services. Local annexation procedures are outlined in Olathe Municipal Code Policy No. PI-6.

Annexation into the City of Olathe gives residents access to reliable quality city services like water and sewer, trash pickup, street maintenance, and nearby police and fire protection. It also gives residents a voice in local government decisions and influence growth in their neighborhoods. The City should work with these property owners to offer annexation if desired.

STRATEGIES

Strategic Growth

These areas lie outside the current city limits but are contiguous, making them eligible for annexation. Olathe should continue working with property owners and developers to encourage annexation, provided infrastructure and services can support new development.

Properties along 175th Street should be prioritized for annexation and future development. The City should collaborate with developers and property owners to implement the Future Land Use Plan.

Future Growth Opportunities

These areas are identified because they are outside the City boundary and make development difficult within the lifespan of this Comprehensive Plan. Infrastructure providers have identified areas west of Cedar Creek as difficult to service due to topography, the creek, and existing floodplains. In addition, areas south of 183rd Street are also identified as areas that are difficult to service. While property in the Future Growth Opportunities should be prioritized for growth, these areas south of 183rd Street could see future development opportunities if utilities and infrastructure were to extend.

Infill Opportunities

These areas are underutilized or vacant sites within the city limits, representing key development opportunities. Many of the sites have few or no existing buildings, making them more development-ready. Some are vacant lots within existing or new subdivisions that are expected to be built out during the life of this plan. Others are larger sites where the City should work with property owners and adjacent land owners to facilitate development aligned with the Future Land Use Plan.

Built Out

These areas that are built out and do not contain significant amounts of vacant or underdeveloped property. These areas also include previously approved developments and areas with an active building permit. These areas are likely stable and are not a priority for redevelopment unless specified in the subarea plans in Chapter 10: Subareas.

Additional Recommendations

• Olathe should review and update its annexation policy to ensure growth remains efficient, coordinated, and fiscally responsible.
• The City should assign appropriate zoning classifications to all newly annexed properties consistent with the Future Land Use Plan.
• Olathe should discourage “leap-frog” development by prioritizing contiguous, infrastructure-efficient growth patterns.
• The City should direct new growth to areas already served or easily serviceable by public infrastructure to maximize return on investment.

FUTURE LAND USE PLAN

All land within the City is assigned to one of 13 land use designations, which reflect the full range of Olathe's development types. These designations should serve as the foundation for development review and future zoning amendments. They should also serve as a foundation for future regional or neighborhood plans that may be needed to fully implement the Elevate Olathe Comprehensive Plan's recommendations. More information can also be found with the six subareas and two overlay districts as outlined in the Future Land Use Plan and described in Chapter 10: Subareas. The map indicates the following categories but also shows the future land use for residential areas of change. These are areas where the Future Land Use Plan recommends a different residential use that what currently exists.

FUTURE LAND USES

• Rural Residential
• Single-Family Neighborhoods
• Mixed Residential Neighborhoods
• Mixed-Use
• Cedar Creek Mixed-Use
• Downtown
• Neighborhood Commercial
• Community Commercial
• Regional Commercial
• Business Parks
• Industrial
• Public and Semi-Public
• Parks and Open Spaces
• Vertical Mixed-Use

CONTEXT

• City Boundary
• Planning Area Boundary
• Railroad
• Subarea Boundary

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DEVELOPMENT MATRIX

Each Future Land Use Category includes a range of land uses, divided into preferred and complementary uses. This helps city staff and decision-makers evaluate proposed developments based on the surrounding context and market conditions while maintaining and supporting the overall intended character of the area.

• Preferred Uses – These are primary and dominant land uses for that area. These uses are already deemed compatible with the existing area or direction of undeveloped land.
• Complementary Uses – These uses may be considered in conjunction with a preferred use, or as a standalone use, where appropriate based on location and existing conditions.

Example: In a neighborhood commercial area, small-scale retail is the preferred use. However, complementary uses like residential units above storefronts may be allowed, especially if they support the commercial function and add housing variety.

◆ Preferred Use ◇ Complementary Use

*See the Cedar Creek Area Plan for more specific direction on allowed land uses. ** Includes universities, hospital campuses, airport property, and City/County-owned land. *** Includes publicly owned parks and greenways and excludes private parks and amenities.

RURAL RESIDENTIAL

Rural residential is characterized by agricultural and low-density residential estate lots located on the western and southern edges of the City. These areas consist of undeveloped or sparsely developed land, generally situated beyond the city limits but within the planning area. This category may also include agritourism that supports agricultural activities.

Due to limited utility access and topographic constraints, dense development is not anticipated during the life of this plan. However, this area will not remain rural forever and changes to a different future land use category may be considered if it will promote orderly and contiguous development that promotes efficient land use and infrastructure connectivity. Future land use changes should be guided by a comprehensive analysis of infrastructure capacity, environmental constraints, community needs, and growth trends to ensure transitions align with broader planning goals.

Intent

• Protect the rural character of area until utilities are available and future development is feasible.
• Plan for trails, greenways, and connected streets to ensure connectivity when development occurs.
• Development should minimize impacts on natural areas and open space.

Preferred Uses

• Agricultural
• Single-Family Detached

Complementary Uses

• Parks & Open Space
• Civic & Institutional

SINGLE-FAMILY NEIGHBORHOODS

Single-family neighborhoods are primarily characterized by low- to moderate-density single-family homes typically no taller than 2.5-stories in height on a variety of lot sizes. These areas include established neighborhoods unlikely to change over the next 15 years and new single-family neighborhoods. While primarily a single-family land use, context-sensitive cottage court homes, duplexes or townhomes may be appropriate in select areas. Neighborhoods are encouraged to include a diversity of housing types, prices and styles to enable a range of economic levels, age groups, and lifestyles to live within a community.

Intent

• Offer high-quality neighborhoods that can accommodate varying types of single-family homes and lot sizes to provide housing options for all.
• Incorporate streetscape features such as sidewalks, street trees, and lighting while requiring the integration of community facilities, parks, and greenways within neighborhoods to enhance livability and connectivity.
• Allow for context-sensitive single-family attached development that is complementary to existing neighborhoods.
• Integrate trails, greenways, and connected streets between developments to ensure connectivity in new or expanded residential areas.

Preferred Uses

• Single-Family Detached

Complementary Uses

• Duplex
• Parks & Open Space
• Civic & Institutional

MIXED RESIDENTIAL NEIGHBORHOODS

Mixed residential neighborhoods provide diverse residential development that is typically no taller than 2-4 stories in height, depending on the surrounding context. These areas predominantly include duplexes, multi-family multiplexes, and apartments, providing more housing options and increasing housing stock density. Appropriate transitional housing types from existing single-family areas should be considered.

Higher-density developments may include limited commercial uses, provided they meet specific criteria to ensure compatibility and appropriate scale. These commercial uses should be located on the periphery of neighborhoods, along non-local streets, and designed to minimize traffic impacts. They should also include extensive pedestrian amenities and reflect the character of surrounding residential areas.

Intent

• Offer high-quality neighborhoods that can provide alternative housing products for a diversity of housing needs.
• Create more density in well-served areas of the city, taking advantage of services and amenities such as employment centers, commercial corridors, and parks.
• Act as a transition between higher intensity areas and single-family neighborhoods, with higher density housing located near transportation corridors, commercial centers or transit.
• Focus on increasing housing density in strategic locations to support commercial areas.

Preferred Uses

• Duplex
• Multi-Family Multiplex
• Apartment

Complementary Uses

• Single-Family Detached
• Vertical Mixed-use
• Office
• Small-Scale Commercial
• Parks & Open Space
• Civic & Institutional

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MIXED-USE

Mixed-use brings together a diverse mix of residential, commercial, and employment opportunities within a cohesive environment. These areas are designed to integrate a variety of uses such as housing, retail, offices, dining, and services within multi-story buildings typically no taller than 4-5 stories in height. New developments should be strategically located to serve as a transition between commercial areas and residential neighborhoods. Mixed-use areas should provide diverse housing options and be designed around the pedestrian experience to provide residents with convenient access to everyday amenities and job opportunities, creating a more complete neighborhood. Nonresidential uses should front roadways for visibility and typically occupy the first 300-400 feet of the frontage area.

Vertical Mixed-Use

Vertical mixed-use areas are areas where the City would prefer to see a multi-story mixed-use development. These developments should feature active retail on the first floor with office or residential uses on the upper floors. Buildings should be pulled up to roadways to create a comfortable pedestrian environment.

Intent

• Provide a variety of attractive mixed-use and multifamily housing options for a diverse population. Uses can be grouped into mixed-use buildings, or developments which include a variety of uses.
• Promote mixed-use developments adjacent to, or in conjunction with, dense, multifamily housing to promote more complete neighborhoods.
• Serve as a transition between commercial and residential areas by increasing housing density in key locations and offering attainable housing options.
• Encourage pedestrian-oriented design when considering new development to promote walkability.

Preferred Uses

• Apartment
• Vertical Mixed-use
• Office
• Small-Scale Commercial

Complementary Uses

• Multi-Family Multiplex
• Large-Scale Commercial
• Arts, Entertainment & Recreation
• Parks & Open Space
• Civic & Institutional

CEDAR CREEK MIXED-USE

Cedar Creek mixed-use (CCMU) centers combine various uses, including commercial, office, business park, mixed-use developments with residential above retail, and limited attached residential developments. These centers range in character from suburban to urban and are smaller than community commercial centers. Examples include town centers with plazas and gathering spaces, small-scale retail and offices integrated into neighborhoods, office campuses, or mixed-use spaces. For more information, refer to the Cedar Creek Area Plan.

Intent

• Maintain the vision of the Cedar Creek Area Plan.
• Promote high quality mixed-use within Cedar Creek.

Preferred Uses

• Vertical Mixed-use

Complementary Uses

• Single-Family Detached
• Duplex
• Multi-Family Multiplex
• Apartment
• Office
• Small-Scale Commercial
• Large-Scale Commercial
• Service Commercial
• Light Industrial
• Arts, Entertainment & Recreation
• Parks & Open Space
• Civic & Institutional

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DOWNTOWN

Downtown is the heart of the City, serving as the center of both civic and commercial activity. It includes mixed-use buildings containing residential, commercial, office, and governmental uses. These uses should be combined in multi-story buildings, with activated spaces on the ground floor. The area should remain a vibrant, walkable space where people can easily access shops, restaurants, and other amenities. More intense development should be concentrated in the Downtown Core and be designed to be compact and walkable. For more detail, refer to the Downtown Core Subarea in Chapter 10: Subareas.

Intent

• Create a walkable activity center with small blocks that connect to surrounding areas and feature a mix of complementary uses.
• Promote commercial uses along major streets and vertical mixed-use structures with ground-floor retail in the Downtown Core.
• Support multi-family residential buildings that are pulled up to the street with parking to the rear or side and avoid new single story construction.
• Encourage shared and structured parking where feasible and avoid surface parking lots in the Downtown.
• Integrate civic uses within the activity centers to support civic engagement and provide convenient access to public services.

Preferred Uses

• Vertical Mixed-use
• Office
• Small-Scale Commercial
• Arts, Entertainment and Recreation
• Civic & Institutional

Complementary Uses

• Single-Family Detached
• Duplex
• Multi-Family Multiplex
• Apartment
• Parks & Open Space

NEIGHBORHOOD COMMERCIAL

Neighborhood commercial areas serve the needs of nearby residents by offering convenient services and amenities. Smaller in scale than community commercial developments, these areas are typically located along major roads at the edges of residential neighborhoods. This typically includes small retail stores and services such as coffee shops, small grocery stores, dry cleaners, salons, bakeries, and neighborhood restaurants. Their design should align with the surrounding community, typically no more than 2-stories in height, ensuring buildings are appropriately sited, sized, and styled to complement the neighborhood’s character.

Intent

• Provide areas for small-scale businesses that primarily serve surrounding residents.
• Plan for everyday shopping and service options within easy reach of all neighborhoods.
• Encourage appropriate transitions in building height and mass when adjacent to residential neighborhoods.
• Vertical mixed-use developments that complement and align with the character of surrounding neighborhoods could be considered within this area.

Preferred Uses

• Office
• Small-Scale Commercial

Complementary Uses

• Vertical Mixed-use
• Parks & Open Space
• Civic & Institutional

COMMUNITY COMMERCIAL

Community commercial includes commercial developments located along highways and major roadways. These areas are designed to serve both the local population and those traveling through the City. Community commercial areas typically include uses found in Neighborhood Commercial as well as larger retailers such as big-box stores and small to medium office buildings and are typically no more than 3 stories in height. These areas should be carefully planned along major roads, such as Santa Fe Street, to balance accessibility, functionality, and support for the surrounding community.

Intent

• Provide appropriate locations for shopping, dining, and entertainment uses.
• Plan for commercial development at major intersections and along major thoroughfares to accommodate various business and commercial uses.
• Encourage transitions in building height and mass when adjacent to residential neighborhoods.

Preferred Uses

• Office
• Small-Scale Commercial
• Large-Scale Commercial

Complementary Uses

• Vertical Mixed-use
• Arts, Entertainment & Recreation
• Service Commercial
• Parks & Open Space
• Civic & Institutional

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REGIONAL COMMERCIAL

Regional commercial includes large retail and service businesses that serve residents and visitors from the surrounding region. These destination areas are designed to attract a broad customer base and are typically located along highways and interstates that make them easily accessible. Regional commercial areas are typically anchored by destination entertainment, recreation and retail uses and are supported by a variety of commercial uses, such as hotels, restaurants, retail and other services. Regional commercial areas may integrate high-density residential or vertical mixed-use buildings within a larger development.

Intent

• Provide appropriate locations to accommodate destination entertainment, recreation, and retail opportunities and supportive businesses that serve the greater region.
• Focus commercial development at major intersections along highways/interstates to provide the greatest access to the region.
• Provide high-density residential and mixed-use areas as part of larger redevelopments to share structured and surface parking.
• Encourage transitions in building height and mass to complement adjacent multifamily residential.
• Provide infrastructure hubs to support multi-modal transportation opportunities.

Preferred Uses

• Vertical Mixed-use
• Large-Scale Commercial
• Arts, Entertainment & Recreation

Complementary Uses

• Apartment
• Office
• Small-Scale Commercial
• Parks & Open Space
• Civic & Institutional
• Service Commercial

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BUSINESS PARKS

Business parks include employment centered uses, such as large office buildings, medical and research facilities, and bioscience centers, as well as light industrial uses that support the business park, such as data centers and high-tech manufacturing and distribution. Located near highways, interstates, and major roads, they are highly accessible to the regional talent pool and well-connected, making them ideal for economic activity. Business parks should incorporate thoughtful landscaping, open spaces, and well-planned setbacks to create a welcoming and functional environment. To support these employment centers, business parks may integrate a mix of residential and commercial uses to provide convenient living and shopping options for employees.

Intent

• Plan for areas to accommodate business parks near highways and interstates to ensure connectivity to the regional employment base.
• Support a variety of large-footprint buildings and commercial or service uses within business parks.
• Create attractive employment areas within business parks for improved accessibility showcasing the desirability of the City.
• Use setbacks and natural barriers like landscaping, retention ponds, and green spaces to effectively buffer where large-scale employment sites are near residential areas.

Preferred Uses

• Office

Complementary Uses

• Apartment
• Vertical Mixed-use
• Small-Scale Commercial
• Large-Scale Commercial
• Light Industrial
• Arts, Entertainment & Recreation
• Parks & Open Space
• Civic & Institutional

INDUSTRIAL

Industrial uses include facilities for manufacturing, storage, and distribution of goods and materials, as well as more intense outdoor commercial uses like lumberyards and auto body shops. These uses are typically clustered near major transportation routes to support easy access and efficient operations. While many industrial activities have minimal impact on the surrounding areas, appropriate buffering and screening should be implemented to minimize noise, traffic, and visual impacts. In industrial areas, complementary retail and services uses should be limited in scale and carefully integrated with surrounding land uses.

Intent

• Support diverse employment options to strengthen the City's workforce.
• Consolidate low-impact industrial uses in key locations to minimize conflict with adjacent non-industrial uses.
• Focus industrial areas near highways, interstates, railroads and airports to accommodate transportation needs of industrial uses.

Preferred Uses

• Service Commercial
• Light Industrial

Complementary Uses

• Heavy Industrial
• Small-Scale Commercial
• Large-Scale Commercial
• Office
• Arts, Entertainment & Recreation
• Parks & Open Space
• Civic & Institutional

PUBLIC AND SEMI-PUBLIC

Public and semi-public areas are important spaces for the community, including medical uses, government buildings, schools, and other local services. Examples include schools, medical campuses, City Hall, libraries, fire and police stations, and universities. These spaces are located within neighborhoods and business areas, making them easy for residents to access.

Intent

• Maintain and protect important community buildings and spaces.
• Improve existing services and expand new service as needed to support a growing community needs.

Preferred Uses

• Civic & Institutional

Complementary Uses

• Parks & Open Space

PARKS AND OPEN SPACES

Parks and open space include outdoor active and passive recreational areas, as well as natural landscapes, conservation areas, and critical environmental features. This includes both public and privately owned parks that provide recreational amenities, such as public playgrounds and homes association pools. In addition, this includes open spaces that provide stormwater benefits, critical wildlife habitat, or natural beauty such as wetlands, stream corridors, floodplains, steep slope vistas, and nature preserves. Parks and connections identified in the Parks and Recreation Master Plan further integrate these open spaces, enhancing trail connectivity and recreational access.

STRATEGIES

Additional Recommendations

• Update the Site Design Standards in the UDO to ensure consistency across the ordinance and strengthen the City's sense of place.
• Evaluate and refine the City's architectural standards to reflect current design practices and respond to market trends.

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05

ELEVATE

Housing and Neighborhoods

In 2040, Olathe’s neighborhoods will be vibrant and welcoming, offering housing options for all residents, from workforce housing to senior living. Neighborhoods will thrive with a blend of single-family and multifamily housing options, complemented by walkable access to restaurants, shops, schools, parks, and trails. Balanced development will preserve neighborhood character while promoting high-quality, mixed-use projects. Thoughtful zoning and transportation planning will ensure accessibility, helping to create a prosperous, welcoming city where residents can live, work, and connect.

• Goal 3: Further reinvestment and rehabilitation in the city’s established neighborhoods.
• Goal 4: Stimulate and promote a range of housing options and support quality neighborhoods for all ages and abilities.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

Through strategic reinvestment in neighborhoods, such as infill development, the quality and appearance of each unique neighborhood will be maintained. Promoting new infill development and revitalizing neighborhoods will support a high quality of life for all residents.

MOBILITY

Providing neighborhoods and housing connected through a comprehensive road network will provide residents with reliable access to destinations across the City. Safe sidewalks, protected bike lanes, and accessible neighborhoods will also contribute to a healthy community.

RESILIENCY

Encouraging the development of a variety of housing options is a vital component of ensuring residents from any background, income level, or at any stage in life can make Olathe home and enjoy a high quality of life. It also makes Olathe’s neighborhoods resilient and adaptable to changing demographics and housing demands.

IDENTITY

Through thoughtful design and consistent design standards, Olathe can enhance and build on its distinctive identity. It can preserve its historic architecture and complement it with quality construction that is durable to shifting trends, contributing to an authentic sense of place.

WHAT WE HEARD

During outreach, residents spoke clearly about what they want to see in their neighborhoods. Many voiced concern about the limited options for attainable and senior housing, noting that it’s becoming harder for longtime residents to stay in the community as their needs change. Others called for more “missing middle” housing, duplexes, townhomes, and small apartments, that offer flexibility for families and first-time buyers. People also expressed a desire for neighborhoods with more amenities and daily conveniences close to home. Above all, residents said they want places where walking feels natural and safe, not like an afterthought.

NEIGHBORHOOD REINVESTMENT

Olathe is home to a wide range of neighborhoods, each with its own unique character shaped by factors such as architectural style, lot and block size, street layout, building height, land use diversity, and proximity to natural areas and amenities. This character varies across the City, from older, more traditional neighborhoods near the historic core, to newer, more uniform subdivisions on the outskirts. Maintaining and improving the quality and appearance of these neighborhoods is just as important as setting high standards for new development. Olathe should continue to enforce the Property Maintenance Code to ensure consistent upkeep and prevent disinvestment. To support homeowners facing challenges with maintenance, the City can promote grant programs and other resources that help preserve neighborhood integrity and livability.

STRATEGIES

INFILL DEVELOPMENT

As Olathe continues to grow and evolve, promoting infill residential development offers a strategic way to reduce suburban sprawl while making the most of existing infrastructure and services. By encouraging new housing on vacant or underutilized parcels within already developed areas, the City can limit the need for outward expansion. Infill development also helps revitalize aging areas by encouraging preservation and reinvestment in established neighborhoods.

To ensure compatibility, infill housing should be thoughtfully designed to reflect the scale, setbacks, height, and orientation of surrounding homes. When guided by intentional planning and design, infill development not only accommodates future growth but also reinforces the quality and vitality of Olathe’s established neighborhoods. Infill development is especially important in Original Town which is discussed further in Chapter 10: Subareas.

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Additional Recommendations

• Streamline the development review process for infill housing projects to reduce delays and increase predictability for developers and property owners without compromising reasonable amount of time for communicating with adjacent property owner.
• Update zoning regulations to allow for a wider variety of housing types (e.g., duplexes, townhomes, accessory dwelling units) in appropriate residential districts including Mixed Residential Neighborhoods.
• Utilize an infill housing program with pre-approved plans to help small builders quickly turn vacant lots into well-designed homes that fit neighborhood character.
• Continue to provide architecture reviews for appropriateness for single-family homes in Original Town and work to incorporate infill guidelines to ensure quality infill development.
• Prioritize infrastructure improvements such as streets, sidewalks, utilities, and public amenities in older neighborhoods.
• Consider providing incentives for homeowners and developers pursuing attainable housing.
• Encourage infill housing through duplexes and townhomes, which can be built under the less restrictive International Residential Code, making them more practical and appealing for developers.

Dwelling Type

• One-Unit Dwelling
• Two-Unit Dwelling

Best Practice

COMPATIBLE DEVELOPMENT

New buildings should be thoughtfully designed to reflect the character of the neighborhoods in which they are located. While they don't need to replicate existing architectural styles, they should align with the surrounding context in terms of scale, form, and placement on the site. Respecting the existing built and natural environment is key to gaining community support and ensuring cohesive growth. Amending the zoning code to include infill design standards can help ensure new development enhances, rather than disrupts, its surroundings. Increasing residential density is appropriate, but it must be done in a way that complements nearby structures.

QUALITY HOUSING

As neighborhood reinvestment occurs, the City should work to promote high-quality housing development that aligns with the existing character of the community. Thoughtful reinvestment in older neighborhoods through consistent design standards, durable materials, and context-sensitive architectural styles can preserve Olathe's unique identity while elevating the overall appearance and livability of each area. This approach not only protects property values but also ensures new development reinforces the character and cohesion of established communities. The City should consider implementing additional guidelines that accommodate a wide range of architectural and housing styles, that address building details, porches, landscaping, orientation, massing, and other aspects of traditional neighborhood design.

Olathe can also support quality neighborhoods and long-term affordability by focusing not only on initial housing costs, but on reducing ongoing cost burden through durable design, quality construction, and lower life-cycle expenses. The City should guide programs that support housing options capable of sustaining occupancy and ownership over time without compromising neighborhood stability. By prioritizing long-term performance and neighborhoods health, the City can strengthen economic sustainability while helping residents remain housed affordably over the long term.

Additional Recommendations

• Encourage the use of durable, low-maintenance building materials to enhance long-term neighborhood appearance and reduce future repair needs.
• Reimage and expand incentives or assistance programs, such as the Critical Home Repair Grant, housing preservation grants, or the Neighborhood Revitalization Tax Rebate program to support homeowners and developers reinvesting in aging housing stock.
• Promote the preservation and adaptive reuse of existing structures when feasible to maintain historical and architectural continuity.
• Establish and enforce design standards that promote context-sensitive architecture, high-quality materials, and consistent building scale in reinvestment areas.
• Create a multifamily rehabilitation grant program to help property owners repair and modernize aging apartment buildings, focusing on safety upgrades, energy efficiency, and exterior improvements that preserve existing affordable housing and stabilize older neighborhoods.
• Improve public infrastructure and amenities, such as sidewalks, street lighting, and landscaping, to complement reinvestment efforts and enhance neighborhood appeal.

SUSTAINING HISTORIC NEIGHBORHOODS

Olathe is home to several listed and eligible historic districts and properties. Preserving the existing housing stock ensures that historic character is preserved and promotes affordable housing options. Olathe's Property Maintenance Code, outlined in Chapter 15.22 of the Municipal Code, plays a key role in this effort by establishing standards that help keep homes in good condition and neighborhoods visually appealing.

The Elevate Olathe Comprehensive Plan builds upon recommendations from the 2013 Historic Preservation Master Plan to further support historic preservation including emphasizing context-sensitive infill and architecture, compact, mixed-use development Downtown, and adaptive re-use of existing buildings. The City offers several valuable programs for homeowners, including the Deferred Loan Program, Critical Home Repair Grant Program, and Accessibility Modification Program, which provide financial assistance for essential repairs and upgrades. By continuing to enforce maintenance standards and expanding access to rehabilitation resources, the City can ensure that existing neighborhoods remain strong and resilient.

Additional Recommendations

• Continue enforcement of the Property Maintenance Code to ensure homes remain safe, functional, and visually appealing.
• Seek opportunities to align city grant programs that support property owners in Olathe.
• Continue to provide housing rehabilitation resources such as the Housing Preservation Grants for residents who are eligible and consider expanding the Neighborhood Revitalization Tax Rebate Program.
• Increase education efforts to help homeowners understand maintenance responsibilities and available resources for repairs or improvements.
• Support volunteer-based programs that assist elderly residents or residents with disabilities with home maintenance tasks, such as yard work or minor repairs.
• Continue to implement the 2013 Historic Preservation Master Plan including identifying properties and districts eligible for national and local historic designation to help stabilize neighborhoods and increase property values.
• Consider historic resources and how to promote preservation of established residential neighborhoods when reviewing and updating zoning regulations.

Case Study

WORKFORCE HOUSING

Kestrel in Middleton, Wisconsin is a 39-unit workforce housing project developed by the Wisconsin Housing Preservation Corporation to serve renters near jobs and transit. The apartments are intended for those in the middle-income range (60% and 120% of the area median income (AMI)), and often includes essential workers like teachers, police officers, and healthcare professionals. The project combines studios, one-bedrooms, and two-bedrooms in a walkable location close to downtown, schools, and services.

Financing relied on a mix of private equity, local bank loans, and a contribution from a regional Workforce Housing Fund, along with city support through a payment-in-lieu-of-taxes agreement. By avoiding the use of Low-Income Housing Tax Credits, the developer streamlined delivery and focused on moderate-income households often left out of traditional affordable housing programs. The project demonstrates how local incentives, flexible financing, and smart site selection can make workforce housing feasible without long-term subsidies.

HOUSING VARIETY

A diverse mix of housing options creates a more attainable and resilient housing market that supports both current and future residents. Greater housing variety not only attracts new residents but also helps longterm residents remain in the community as their needs change. During community outreach, residents and stakeholders consistently cited the lack of attainable housing as a top concern, particularly for first-time homebuyers. Census data indicates that 42.7 percent of renters within Olathe are considered cost burdened. Housing cost burden is defined as a household paying more than 30 percent of its income toward housing with greater than 35 percent indicating a severe burden. Additionally, nearly half of survey respondents identified attainable housing availability in the City as a weakness. As Olathe continues to grow, promoting a wider range of housing types will be key to meeting the City’s evolving needs.

STRATEGIES

H.N 3.4 Encourage compatible single-family detached, single-family attached, and small-scale missing middle development on infill properties in Original Town.

H.N 3.6 Offer more flexibility in Unified Development Ordinance (UDO) requirements to streamline approval processes for infill development and accessory dwelling units (ADUs).

H.N 3.9 Develop programs to revitalize aging housing stock and expand missing middle housing options including duplexes, triplexes, and townhomes.

H.N 4.5 Establish programs and public-private partnerships to ensure income qualified housing remains attainable for future home buyers.

MIXED-USE AND MULTI-FAMILY DEVELOPMENT

Encouraging mixed-use and multi-family development, particularly at key nodes and along major corridors, can enhance walkability, activate underutilized spaces, and create vibrant, connected districts. One promising strategy is converting outdated or underperforming office buildings into multi-family housing. These adaptive reuse projects offer a cost-effective, dual-purpose solution that revitalizes aging employment areas while helping to meet growing demand for housing. By embracing this type of development, Olathe can support a more dynamic urban environment, expand housing choices, and make more efficient use of existing infrastructure.

Additional Recommendations

• Update zoning regulations to allow for mixed-use and multi-family development by right in targeted areas, such as commercial corridors, Original Town, and commercial nodes.
• Encourage adaptive reuse and commercial-to-residential conversion projects by offering incentives when they include affordable housing units in Olathe
• Encourage adaptive reuse by streamlining approvals for converting underutilized or outdated office and commercial buildings into housing.
• Create a mixed-use overlay district or update zoning regulations to allow for a blend of residential, commercial, and civic uses while promoting walkable, human-scaled design.
• Revise parking requirements to reduce minimums and establish maximums for multi-family and mixed-use projects in walkable areas, lowering costs and increasing design flexibility.

Office to Residential Conversion

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Best Practice

ADAPTIVE REUSE OFFICE BUILDINGS

A recent article, “Unlock Suburban Housing Potential and Put Empty Offices to Work,” from Planning Magazine (April 2025) examines how converting vacant suburban office buildings into multifamily housing can address both housing shortages and underused commercial space.

• Dual-Purpose Solution: With nearly 20% of office space vacant nationwide and a housing shortfall of 4.5 to 7 million units, repurposing offices for housing offers a practical way to reinvigorate commercial corridors while adding needed units.
• Suburban Focus: Although most attention has focused on urban conversions, suburbs often have higher vacancy rates and acute housing needs, creating strong potential for adaptive reuse.
• Advantages of Suburban Conversions: Many suburban office buildings—often built in the 1980s—have modern systems and flexible layouts suited to residential conversion, but they typically do not qualify for Historic Preservation Tax Credits to offset renovation costs.
• Zoning and Regulatory Considerations: Municipalities may need to update zoning, streamline permitting, and revisit parking requirements to make these projects feasible.

MISSING MIDDLE HOUSING

An effective strategy to create a more balanced and inclusive housing mix in Olathe can be to embrace the development of "missing middle" housing. Missing middle housing includes a range of housing types such as smaller single-family homes, duplexes, triplexes, townhomes, and cottage courts that offer alternatives to traditional single-family homes and large multi-family developments. These housing types are well-suited to meet the needs of today's residents, particularly smaller households, young professionals, and older adults looking to downsize.

Single-family detached homes currently make up 71 percent of Olathe's housing stock, with 63 percent of households without children or individuals living alone. About 68 percent of homes are three and four bedrooms whereas only 22 percent are one and two bedrooms, demonstrating an imbalance for more flexible, attainable, and appropriately scaled housing options. Encouraging missing middle housing can also help create walkable neighborhoods, support local businesses, and make more efficient use of existing infrastructure, all while preserving the character and charm of established areas.

Additional Recommendations

• Review and adjust lot size, setback, and height requirements to reduce regulatory barriers that limit the feasibility of missing middle housing.
• Incentivize missing middle housing through grants and tax credits such as Reinvestment Housing Incentive Districts (RHID), housing investor credits, or property tax abatement in targeted areas, such as near transit, schools, and neighborhood commercial nodes.
• Consider encouraging businesses that receive City incentives to contribute to Olathe's Attainable Housing Program.
• Establish a public-private housing partnership program that uses city-owned land, infrastructure support, or gap financing to attract private developers willing to build a mix of market-rate and attainable homes across the city.
• Prioritize creating "pad-ready" sites within city-owned land banks or trusts by pre-clearing, grading, and servicing parcels with utilities and streets to reduce upfront development costs and timelines for builders, making it easier to deliver housing quickly.
• Create overlay districts or update the zoning regulations that encourage context-sensitive infill development and a mix of housing types within walkable neighborhoods.

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• Accessory Dwelling Unit
• Multiplex Infill
• Missing Middle Infill

1 Multiple parcels can be redeveloped to accommodate a row of townhomes. 2 A single lot can accommodate a duplex, townhomes, and other housing types. 3 Encourage creative housing types to enhance Olathe's housing diversity and to provide smaller and more affordable housing options.

Best Practice MISSING MIDDLE HOUSING TYPOLOGIES

Missing middle housing types provide opportunities for the City to increase the diversity of its housing stock through moderate increases in density, while maintaining the neighborhood character Olathe residents cherish. They range from low-density duplexes to mid-density multiplexes and triplexes, which can be integrated into the City's housing mix by using single-family lots to accommodate two to three units in a context-sensitive manner.

Missing middle housing types that the City should consider accommodating more broadly include:

• Small single-family detached
• Duplexes
• Patio homes
• Triplexes
• Quadplexes
• Courtyard buildings
• Pocket neighborhoods
• Townhomes
• Garden apartments
• Multiplexes
• Mixed-use

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ACCESSORY DWELLING UNITS (ADUS)

Currently, accessory dwelling units (ADUs) are permitted in Olathe under specific conditions outlined in Section 18.50.025 of the Unified Development Ordinance, allowing them as accessory structures to single-family homes in various residential and planned districts. To provide flexible housing options for seniors and better support aging in community, the City should review these regulations to continue to allow for greater flexibility in single-family districts. This makes it easier for homeowners to add safe, accessible, and affordable living spaces for aging family members or to create opportunities for seniors to remain in their communities independently. By encouraging ADU development, Olathe can promote multigenerational living, reduce housing barriers for seniors and enhance neighborhood stability and inclusivity.

Additional Recommendations

• Provide clear and accessible information for homeowners interested in building ADUs, including design guidelines, permit processes, and potential financing options.
• Explore incentives or assistance programs to help offset costs for homeowners constructing ADUs, especially for those adding units for seniors or attainable rental purposes.
• Encourage multigenerational living by highlighting the social and economic benefits of ADUs in community outreach and planning efforts.
• Consider adopting pre-approved building plans for ADUs to reduce design costs for homeowners.
• Coordinate with local agencies and nonprofits to raise awareness of ADUs as a strategy to increase affordable housing supply and support neighborhood stability.

Accessory Dwelling Units (ADUs) Options

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Accessory dwelling units can be designed and permitted through a variety of configurations. The diagram represents three of the most common configurations. ADUs design should fit within the context of the existing residential neighborhood.

Case Study

ADU CONNECTIVITY AND COMPATIBILITY

Secondary housing located along with a main single-family dwelling can offer an innovative option for people looking to age in place, downsize, or obtain additional income from their property. Accessory dwelling units (ADUs), granny flats, coach houses, and/or in-law suites are compact residential buildings that can provide greater housing variety.

Successful implementation of this type of secondary housing should also consider thoughtfully planned connections between transportation networks, streetscaping elements, and recreational open spaces. Other considerations should be made for maintaining compatibility with existing surrounding neighborhood structures through scale, size, development pattern, and architectural design.

AGING IN COMMUNITY

Communities across the country, including Olathe, are grappling with the challenges associated with the Baby Boomer Generation retiring and leaving the workforce. By 2035, it is estimated that the number of people over the age of 75 will reach 13.4 million. In Olathe, many of the people who moved into the City in the past two decades to start families are now entering retirement.

While many older residents wish to remain in the community, they may no longer want to stay in the same home. Instead, they often prefer senior living facilities or smaller housing options that reduce costs and maintenance responsibilities. This becomes a challenge when downsizing options are limited. The issue highlights the need to expand housing diversity, as discussed in the Housing Variety section of this chapter.

During outreach, 61 percent of survey respondents stated that more senior citizen housing would have a positive impact in Olathe. Currently, the City has 15 different senior living facilities and is in the process of building more. While these developments offer valuable services and amenities, their capacity is limited.

To ensure seniors and others looking to downsize can remain in the community, attainable housing options should be made available throughout the City. One solution is the introduction of gentle density, which refers to a subtle increase in housing units within existing neighborhoods and can be achieved by introducing smaller-scale, context sensitive housing types like duplexes, triplexes, townhouses, and accessory dwelling unit.

Rather than transforming the character of a community with high-density developments, gentle density aims to diversify housing options while preserving the familiar look and feel of low-density, single-family neighborhoods. This approach helps optimize land use, support aging in place, and improve housing affordability without outward growth into undeveloped areas.

STRATEGIES

UNIVERSAL DESIGN

Incorporating universal design principles into new housing development helps support residents of all ages and abilities, especially seniors who wish to age in place. Universal design focuses on creating homes that are accessible, safe, and comfortable for everyone—regardless of mobility, vision, or other physical limitations—without the need for costly modifications due to limited foresight. By encouraging developers to incorporate universal design features such as no-step entries, wider doorways, lever-style handles, and adaptable layouts, the City can help ensure that new homes remain functional and welcoming as residents' needs change over time. Supporting universal design not only benefits older adults but also families with young children and people with disabilities, fostering inclusive, resilient neighborhoods where everyone can thrive.

Persons with Disabilities Board

The Persons with Disabilities Advisory Board is appointed by the Mayor and confirmed by the City Council. The Board advises City staff and the Governing Body on issues affecting residents with disabilities, including accessibility, community services, employment opportunities, and public facilities. Acting in an advisory capacity on this effort, the Board served as a key community resource helping shape policy and programs to make Olathe more inclusive.

Additional Recommendations

• Encourage or incentivize universal design features in new residential developments.
• Establish voluntary or mandatory universal design guidelines that outline key accessibility features such as patio homes, no-step entries, wide hallways and doorways, single-floor living options, and reinforced walls for future grab bars.
• Partner with developers and builders to promote awareness of universal design benefits and provide training or resources on best practices for accessible housing.
• Further Communities for All Ages programs and policies through continued collaboration with the Mid America Regional Council.
• Collaborate with local disability and aging-in-place advocacy groups to ensure policies reflect lived experiences and support community-wide accessibility goals.

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Case Study AGING GRACEFULLY IN PLACE STUDY

The Aging Gracefully in Place study was conducted by the National Center for Healthy Housing (NCHH) in partnership with Johns Hopkins University (JHU). The study tested their “Community Aging in Place, Advancing Better Living for Elders” (CAPABLE) intervention model in four communities around the country.

The model used a client-centered, home-based, unified set of interventions including an occupational therapist, a registered nurse, and home improvements to improve mobility. The program tracked the health outcomes of participants and saw substantial physical and mental health improvements after just one month. Ultimately, the study proved the implementation feasibility of the program and provides an alternative example to age in place gracefully without new senior housing developments or new construction.

HEALTHY NEIGHBORHOODS

Olathe’s Healthy Neighborhoods Initiative (HNI) is a proactive program designed to help residents live in safe, well-maintained neighborhoods they can take pride in for years to come. Each year, City staff presents an HNI update to the City Council, summarizing key accomplishments, current priorities, and alignment with the City’s 2040: Future Ready Strategic Plan. The update includes an overview of the initiative’s programs, the Healthy Neighborhood Index, and emerging trends the City is monitoring. A central component of the initiative is the use of Neighborhood Indicators, which are a set of social, physical, and economic metrics used to assess neighborhood health and guide decision-making.

These indicators, which include residential property maintenance, crime rate, measure of need (assessed by the number of free-reduced lunches in schools), and change in home value, collected and reported every two years, allow the City to evaluate progress, target resources, and identify areas in need of reinvestment. These indicators are compiled to create composite scores to identify which areas should be prioritized for attention. Based on these composite scores, neighborhoods are categorized as Healthy, Support, or Focus.

The Plan can continue to support this initiative through consistent monitoring and tracking of the healthy neighborhood indicators and metrics.

STRATEGIES

H.N 3.2 Expand programs and resources to support rehabilitation and renovation in established neighborhoods.

Additional Recommendations

• Continue to monitor the healthy neighborhood indicators to evaluate progress and allocate resources.
• Consider new funding or grants to promote indicators of a healthy neighborhood.
• Evaluate key accomplishments, current priorities, and alignment with the Elevate Olathe Comprehensive Plan and the City’s 2040: Future Ready Strategic Plan.

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HEALTHY NEIGHBORHOOD INDEX

• Healthy
• Support
• Focus
• Non-Residential

Source: Olathe’s Healthy Neighborhoods Initiative (HNI), 2024

AMENITY-ABUNDANT NEIGHBORHOODS

Trends across the country have increased interest in the idea of complete neighborhoods. This approach ensures that residents can access most daily needs, such as commercial areas including 159th Street and Mur-Len Road and 151st Street and Blackbob Road, parks, and community facilities within a 15- to 20-minute walk, bike ride, or short trip. Providing access to amenities improves residents’ quality of life and contributes to the community’s economic health. A strong network of bike and pedestrian infrastructure is necessary to connect neighborhoods to these destinations. The City should continue to support and require sidewalk and trail connections in future developments to strengthen this network. More on trails and active transportation can be found in Chapter 7: Transportation and Mobility.

STRATEGIES

NEIGHBORHOOD PARKS AND SHARED PUBLIC SPACE

Parks and open spaces help create livable neighborhoods by offering accessible places for residents to gather, socialize, and enjoy recreational activities. As Olathe continues to grow, it is important that new neighborhood development continues to incorporate open space to support healthy, amenity-rich communities. Thoughtfully planned parks, trails, greenways, and natural areas not only enhance quality of life, but also promote physical activity, environmental sustainability, and community connection. Moving forward, the City should prioritize expanding access to parks and preserving open space within new developments to ensure all residents have convenient access to these valuable amenities. This is in alignment with the Parks and Recreation Master Plan which recommends more neighborhood parks and trails to connect housing to park space. Doing so will help maintain Olathe’s high standard of living and foster a stronger sense of place in both new and existing neighborhoods.

Additional Recommendations

• Require developments to incorporate dedicated open space, such as neighborhood parks, in new residential development.
• Expand and connect trail networks and pedestrian pathways to link parks, schools, and other community destinations within new and existing neighborhoods.
• Collaborate with developers early in the planning process to identify opportunities for creative and multifunctional open space designs that serve community needs.

ACCESS TO EVERYDAY NEEDS

As housing development continues in Olathe, it is important to support neighborhood access to everyday needs such as grocery stores, pharmacies, and other essential services to create more convenient, livable communities. Locating these amenities closer to where people live reduces the need for long car trips, supports walkability, and enhances overall quality of life. Ensuring new residential areas are planned with nearby access to daily necessities can also promote health, reduce transportation costs, and strengthen local economies. By encouraging mixed-use development and strategically placing commercial services within or near neighborhoods, Olathe can help residents meet their everyday needs more easily while fostering more complete, connected communities.

Additional Recommendations

• Promote small-scale commercial uses and neighborhood retail in or near residential areas, especially along key corridors and near transit stops to encourage walkability and access.
• Promote pedestrian-friendly design by requiring sidewalks, safe crossings, and well-lit pathways connecting homes to nearby amenities.
• Support local businesses and grocers through incentives, technical assistance, and partnerships to help establish and sustain neighborhood-serving retail.

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• Residential
• Mixed-Use Neighborhoods
• Small-Scale Commercial
• School or Public Facility
• Park or Open Space
• Tree Canopy/Natural Area
• Sidewalk
• Trail System
• Arterial Road
• Collector Road
• Local Road

Best Practice

COMPLETE NEIGHBORHOOD

A complete neighborhood is a neighborhood where people have safe and convenient access to the goods and services needed for daily life. This includes a variety of housing options, grocery stores and other commercial services, quality public schools, public open spaces, recreational facilities, active transportation, and civic amenities. A complete neighborhood is walkable, bikeable, human-scaled, and accessible for all ages and abilities.

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TRANSIT-ORIENTED DEVELOPMENT

Transit-oriented development (TOD) connects people, services, and amenities to high-quality transit and walkable streets. TOD allows the City to reduce parking requirements, increase leasable space, and lower rent costs. Continuing TOD principles supports compact, walkable areas, shorter commutes, healthier lifestyles, and efficient use of City resources.

Additional Recommendations

• Consider a TOD zone within a quarter-mile of the RideKC bus stops to lower parking minimums for redevelopment.
• Adjust residential parking minimums to help developers reduce costs and support more affordable units.
• Continue to encourage developments in key areas that handle residential, retail, and office spaces to reduce the need for car trips and keep the area active throughout the day and week.
• Encourage shared parking between uses with different peak demand times (e.g., offices and residential).
• Encourage affordable housing options within the TOD zone to ensure a diverse and inclusive community, accessible to people of all income levels.

Elements of Transit-Oriented Development

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CONSERVATION DESIGN PRINCIPLES

Preserving Olathe’s natural landscape should be central to how new neighborhoods take shape, especially on the City’s south and west sides, where more open land remains. Conservation design is one way to build smarter. Instead of flattening or paving over natural features, this approach works with them. It starts by mapping out creeks, woodlands, and wetlands and using those features as a framework. Homes are clustered together on smaller lots so that more land can be left as open space. This not only protects the environment but also helps with stormwater, reduces flooding, and creates better places to live. As development continues along K-7 and south of 159th Street, consideration should be given to establishing conservation design principles to preserve existing natural features. The City should consider updating the Site Design Standards for areas designated as Conservation Neighborhoods to include some of the below recommendations.

Additional Recommendations

• Encourage conservation design for new development in areas identified with substantial greenways in the Future Land Use Plan by clustering housing on smaller lots to preserve larger continuous areas of open space.
• Map and protect sensitive natural features early in the planning process, such as streams, wetlands, native woodlands, and steep slopes, before drawing property lines or roadways.
• Limit impervious surfaces like wide streets or oversized driveways, and use natural materials where possible to support infiltration.
• Incorporate natural stormwater solutions such as vegetated swales, naturalized detention basins, and riparian buffers instead of relying solely on underground pipes or curb-and-gutter systems.
• Establish long-term open space management plans through homeowners’ associations, land trusts, or city partnerships to ensure critical natural features and buffers remain functional and are maintained over time.

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Typical Subdivision

• 24 Lots
• Minimum Lot Size: 7,200 square feet
• No Undivided Open Space

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Conservation Design

• 24 Lots
• Lot Sizes: less than 7200 square feet
• 50% Undivided Open Space

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HOUSING INSTABILITY

Housing instability is a complex challenge affecting every community. Causes may include rising housing costs, limited attainable housing options, mental health challenges, healthcare/childcare costs, systemic poverty, and social inequities. Addressing housing instability requires a coordinated, countywide approach that aligns local governments, nonprofits, healthcare providers, and social service networks.

Olathe typically has the lowest vacancy rate (3 percent in 2022, of total vacant housing units) compared to its neighboring communities, but its housing prices have increased significantly over the past two decades (more than doubling from 2000 to 2024, to an average appraised value of $437,657). The cost of living for renters in Olathe is a greater challenge, with 44 percent of renter households facing cost burdens, compared to only 16 percent of homeowners in the city (2023 ACS). Olathe has also experienced disproportional population growth of people over age 65, which is an age group that is becoming increasingly susceptible to homelessness.

In the 2023–2024 school year, the Olathe School District identified 535 students who experienced homelessness at some point. Johnson County’s 2024 point-in-time estimate (published July 2024) counted 250 unhoused people countywide, a 6% increase from the previous year’s estimate.

LONG-TERM STABILITY

The City of Olathe and its neighboring communities share both the responsibility and opportunity to collaborate on solutions that promote long-term housing stability. Implementing supportive, permanent, and evidence-based strategies and making meaningful progress toward reducing housing instability requires collaboration among government agencies, nonprofits, healthcare providers, and community members. Some approaches include:

• Participating in regional discussions with community partners for implementing supportive and transitional housing options.
• Incentivizing the construction of attainable housing and utilizing mechanisms, such as Land Banks or Trusts, to ensure the housing remains affordable long term.
• Conduct a Housing Needs Report to provide an overview of current and anticipated housing needs.

SERVICES AND RESOURCES

The Olathe Housing Authority provides subsidized housing and manages 130 public housing units including an apartment building, duplex and single-family homes.

Johnson County’s Continuum of Care (CoC) serves as the regional backbone for addressing homelessness and housing instability. The CoC is a collaboration of public and private service providers that work to prevent or end homelessness among Johnson County residents. The City can strengthen its partnership with the community providers to:

• Coordinate outreach, housing placement, and case management across jurisdictions.
• Improve data sharing and referral systems between City departments and County programs.
• Align City policies with CoC priorities to prevent duplication and maximize funding impacts.
• Develop partnerships to improve the quality and increase the capacity of existing shelters.

Johnson County operates four homeless hubs that provide triage screening and emergency shelters, with transitional housing available for single women and families through an application process. In Olathe, the Salvation Army Family Lodge offers shelter for families and children, and Project 1020 runs a cold-weather shelter in Lenexa. Providers including Center of Grace, Catholic Charities and El Centro provide supportive services such as clothing, food, and employment assistance.

However, stabilizing housing goes beyond providing shelter—it requires wrap-around services that address the underlying causes of instability. The City can partner with Johnson County and local organizations to:

• Expand access to mental and behavioral health services through programs such as Mobile Integrated Health (MIH).
• Collaborate with the Health Partnership Clinic to connect vulnerable households to preventive care and health navigation.
• Support utility assistance, transportation access, and employment services that remove barriers to self-sufficiency.
• Promote clear pathways to self-sufficiency through coordinated case management and workforce programs.

Johnson County has allocated $6.35 million toward helping those experiencing homelessness or housing instability. The funds were distributed amongst several initiatives such as acquiring land for Habitat for Humanity to build a 14-lot affordable housing development, various shelter renovations and expansions, and support for emergency shelter operational costs.

Additional funding and resources such as the US Department of Housing and Urban Development Continuum of Care Grant or the Emergency Food & Shelter Program Grant are available. Refer to Action Matrix in Chapter 11: Implementation of this Plan for more information on implementation strategies.

CHALLENGES

In a Focus Group with stakeholders experiencing housing instability, participants stressed the following challenges:

• Concern over rising costs of housing and corporate purchases of single-family homes impacting availability.
• The homeless population needs more consistent access to food, medical care, personal care items, and stable housing.
• There is confusion about where to go for help—services exist but are fragmented.
• Lack of reliable transportation.
• Negative social perceptions impacting individuals experiencing homelessness or housing instability.
• Aspirations to feel included and safe within the community.
• Remove zoning obstacles and simplify how emergency housing gets approved.

Additional Recommendations

• Collaborate with the Johnson County Continuum of Care to coordinate resources and outreach.
• Strengthen partnerships with the Health Partnership Clinic, Mobile Integrated Health, and other service providers to expand holistic care.
• Increase education and public awareness about available resources, early warning signs of instability, and prevention tools.
• Establish a City–County Housing Stability Task Force to align priorities, monitor outcomes, and coordinate interventions.

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• Support wrap-around programs that integrate housing, health, and economic support.
• Explore joint funding opportunities through federal and state programs (e.g., HUD CoC, Emergency Food & Shelter Program).
• Develop partnerships that connect residents to workforce development, transportation, and childcare support.
• Provide access to utility assistance and rental stability programs to prevent eviction or displacement.
• Encourage transitional and permanent supportive housing models that help residents achieve lasting independence.

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RESIDENTIAL FRAMEWORK

Olathe offers a variety of housing ranging from older, more historic homes in Original Town to new subdivisions throughout the City. Building on the residential land use categories established in the Future Land Use Plan, the Residential Framework guides future residential development and redevelopment.

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RESIDENTIAL FRAMEWORK

Existing Residential

Future Land Uses Rural Residential Single-Family Neighborhoods Mixed Residential Neighborhoods Mixed-Use Cedar Creek Mixed-Use Downtown Vertical Mixed-Use

Residential Framework Areas [--] Framework Areas (1) Western Growth (2) K-7 Corridor (3) North Ridgeview (4) Parker Street (5) Original Town/Downtown (6) Santa Fe Street (7) Great Mall of the Great Plains Site (8) Cedar Lake Mixed Residential (9) 175th Street (10) 183rd Street Growth

CONTEXT City Boundary Planning Area Boundary Railroad Bodies of Water

EXISTING RESIDENTIAL

Existing residential includes all areas of the City with existing residential development that are not expected to experience redevelopment. These areas may consist of single-family detached, single-family attached, and multifamily dwellings. While these areas are unlikely to experience turnover or redevelopment, targeted improvements can enhance quality of life and connectivity. Priorities include street and streetscape upgrades, burying utility lines, and expanding sidewalks, neighborhood park amenities, trails, and bike infrastructure to improve walkability, promote aging in place, and ensure safe routes to schools. Enhancing neighborhood access and circulation can also help reduce travel inefficiencies.

Older neighborhoods should be prioritized where such amenities do not exist or have substantially aged. In general, these areas should be maintained as they are to continue to offer a high quality of life for residents of the City. If future redevelopment were to occur it should be compatible with the built form of existing properties to be respectful of the existing character.

VERTICAL MIXED-USE

Vertical mixed-use areas are areas where the City would prefer to see a multi-story mixed-use development. These developments should feature active retail on the first floor with office or residential uses on the upper floors. They should be walkable, dense, and allow people to park once and walk to patronize the various stores and restaurants. Downtown Olathe is the most prominent vertical mixed-use area. Reimagining Downtown Olathe to integrate more vertical mixed-use buildings can create a lively, resilient community that adapts to how people live, not how they commute. Refer to Chapter 10: Subareas for more detailed information on the Downtown subarea.

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RESIDENTIAL FRAMEWORK AREAS

The framework identifies where the City can strengthen, enhance, and preserve its neighborhoods and residential assets. The framework also identifies where infill development, greenfield development, missing middle housing, or neighborhood reinvestment are appropriate. The categories below include recommendations for new growth or redevelopment opportunities throughout the city.

1. Western Growth

The land in this area is split among multiple owners. Therefore large-scale redevelopment would require a developer to purchase and consolidate several parcels. Given the topographic challenges and cost of extending roads and utilities westward, the City does not see this as a current priority. Instead, single owners are likely to continue building estate-style homes and farms/ranches. If a larger redevelopment does occur, it should reserve open space, follow conservation design principles to reduce impacts on the natural environment, and limit impervious surfaces. Johnson County Parks and Recreation District owns a significant amount of land in this area. Future development should support the recommendations of the Cedar Niles Park Master Plan. Additionally, the Southwest Johnson County Transportation Plan identifies through connection of roads in this area, specifically College Boulevard and 119th Street, to get from the Cedar Creek and Forest View neighborhoods west toward the Panasonic campus. Road connectivity and coordination with the County and existing landowners should be done proactively and intentionally so as to harmonize as much as possible with the development patterns in this area.

2. K-7 Corridor

Development in this area should include dense residential tying into the Southglen and Sunnybrook neighborhoods. It should offer a mix of housing types within a larger development that blends residential, commercial, and vertical mixed-use buildings to form complete neighborhoods. These developments should put daily needs within walking distance, cutting car reliance and strengthening local access. Most of these sites are still undeveloped, but future projects should deliver cohesive lifestyle centers with commercial along arterials, entertainment uses, minimized surface parking in favor of garages or underground options, and a range of multifamily and higher-density housing such as townhomes, duplexes, and multiplexes to transition into surrounding neighborhoods. For more specific recommendations for the Subarea see Chapter 10: Subareas.

3. North Ridgeview

Development in this area should focus on integrated land uses which bring housing, jobs, and shopping within walking distance, reducing car dependence and strengthening neighborhood connections. Many of the sites within this area remain undeveloped, but future plans should deliver large-scale, mixed-use centers that combine commercial, service, office, residential, and entertainment uses to serve as a destination for the City. Residential land use should contain a mix of multifamily and higher-density housing types like townhomes, duplexes, and multiplexes to transition into nearby neighborhoods. For more specific recommendations for the Subarea see Chapter 10: Subareas.

4. Parker Street

Residential redevelopment within this area will likely include the purchasing, consolidation, and redevelopment of key sites. This area is already experiencing residential redevelopment with two senior housing developments and a multifamily project being constructed. This area straddles Original Town neighborhoods and could benefit from strategic investment and infill development east of Parker Street. As properties become available, missing middle housing types should be encouraged to create a more complete neighborhood around the Parker Street corridor. For more specific recommendations for the Subarea see Chapter 10: Subareas

5. Original Town

Development efforts in Original Town should extend beyond preservation to include reinvestment and revitalization. There are existing homes in this area but the street grid, older housing stock, and proximity to Downtown make Original Town ideal to accommodate infill development and missing middle housing. The City should continue to review zoning, incentives, and design standards to make building diverse housing possible and attainable for developers and property owners. That includes making it easier to build small-scale infill projects and to adapt underused lots for more people to live close to where they work or go to school. Public funding should support essential improvements such as sidewalks, street lighting, and parks, along with housing rehabilitation and small business assistance. These upgrades help create the conditions for new housing types to emerge and succeed. For more specific recommendations for the Subarea see Chapter 10: Subareas.

6. Santa Fe Street

Residential development within this subarea will be a part of larger mixed-use development opportunities. The vision for this area is to transform into a destination that accommodates a variety of uses including residential, which does not currently exist on the corridor. New residential would be a part of a larger mixed-use redevelopment opportunity. Neighborhoods currently abut the area on the north side of East Park Street, and East Crossroads Lane. Future residential development should seek to connect to these neighborhoods with trails, sidewalks, and new roads. For more specific recommendations for the Subarea see Chapter 10: Subareas.

7. Great Mall of the Great Plains Site

The Great Mall of the Great Plains opened in Olathe in August 1997 as the state’s largest outlet mall, featuring more than 150 stores and family attractions. After closing in 2015 and being demolished in 2017, the site was purchased by Garmin for future expansion. It sits just north of the KU Health System’s campus and has visibility from K-7 and I-35 giving it an advantageous location. Redevelopment of this site should focus on creating a vertical mixed-use district where civic, commercial, and residential uses reinforce one another. For the district to succeed, these elements must be carefully balanced and connected to revitalize this site in central Olathe.

8. Cedar Lake Mixed-Residential

This area benefits from its location surrounding Cedar Lake, a natural amenity currently bordered by farmland. Future development should focus on context-sensitive housing such as townhomes, quadplexes, and apartments to expand options and increase density. Limited commercial uses may be included along 159th Street if carefully scaled and designed with pedestrian features that complement nearby neighborhoods.

9. 175th Street

New growth areas along the 175th Street corridor shouldn’t be limited to single-family homes. Instead, they should be planned to include rentals, affordable options, and housing for seniors. This area is meant to attract new residents and meet the needs of those who may not need a large, single-family home. The City should allow for and encourage more diverse options like duplexes, fourplexes, cottage courts, and courtyard apartments. For more specific recommendations for the Subarea see Chapter 10: Subareas.

10. 183rd Street Growth

This part of the City is identified in the Growth Areas section of the plan as a future growth opportunity (see Chapter 5: Land Use and Development). This area could support both residential and commercial uses, depending on utility access. Future neighborhoods should include trails, curvilinear street patterns, parks, schools, and local-serving commercial uses, with collectors and arterials tied to the street network through logical connections. Residential development similar to the Forest Hills Estates is preferred as this provides a mix of housing types. More intense residential types should be accommodated near the major intersections as commercial development is likely in these areas. Commercial developments are expected, given the proximity to Highway 169, I-35, and 175th Street, which would support future residential development.

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06

ELEVATE

Economic Development

In 2040, Olathe will be a thriving regional destination for entertainment, culture, and unique experiences, attracting visitors while fostering a resilient and expanding economy. Walkable retail, dining, and mixed-use districts will energize neighborhoods, creating vibrant hubs of activity and connection. Key commercial centers will serve as engines of innovation and commerce, while Downtown will be a dynamic gathering place for local businesses, family-friendly recreation, and signature community events. By blending suburban charm and urban environments, Olathe will cultivate a thriving economy that is welcoming to all.

• Goal 5: Maximize the potential of corridors throughout the city by encouraging more mixed-use, focused development in previously, and newly, established commercial areas.
• Goal 6: Build on the strategies outlined in the Economic Development Strategic Plan to attract and support local businesses and major employers to continue to strengthen the local tax base and provide well-paying, high-quality employment opportunities.
• Goal 7: Retain, attract, and invest in highly educated and skilled workers to support growing industries in Olathe and the surrounding region that strengthens the knowledge-based workforce.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

Economic vitality provides the high-paying jobs that sustain Olathe’s tax base and high quality of life, positioning the City as an exceptional place to work or start a business. Promoting local business development and integrating commercial uses within new mixed-use developments will ensure a livable and prosperous Olathe.

MOBILITY

An interconnected, efficient transportation system enables workers to travel to and from their places of employment while helping to achieve work-life balance supporting Olathe’s high quality of life and making the City attractive for major employers. It also allows the efficient movement of materials, goods, and services through the City.

RESILIENCY

With well-planned development of commercial uses and corridors, Olathe can sustain the needs residents of all ages and abilities and be resilient to changing demographics, economic conditions, and employment demands.

IDENTITY

Through consistent design standards, incorporating place-making elements including public art and culture initiatives, encouraging thoughtful redevelopment and adaptive reuse and a diverse streetscape, Olathe can reinforce its unique identity to attract new businesses and visitors and support existing businesses. The City can build on its distinct sense of place to invigorate its commercial hubs and Downtown.

WHAT WE HEARD

During outreach, participants described how the city’s built form, dominated by large commercial and civic buildings, has led to a lack of distinctive community character. Many voiced a desire for more entertainment options and a broader mix of businesses, especially Downtown, where more retail and everyday services could make the area feel livelier and more complete.

ESTABLISH DOWNTOWN AS A DESTINATION

As the heart of the community, Downtown Olathe should be a place to live, work, shop, eat, and enjoy. Throughout outreach, participants highlighted the need to embrace the City’s character, need for more entertainment options, and desire for a wider variety of retail options Downtown.

Downtown Olathe has seen notable public investment and continues to evolve toward becoming a vibrant, mixed-use destination. While the area is currently characterized by institutional buildings and surface parking, these features present opportunities for infill development and placemaking. Recent efforts to attract restaurants are starting to activate underutilized spaces, laying the groundwork for a more dynamic environment. Expanding the mix of businesses to encourage activity beyond traditional business hours will further enhance Downtown’s vitality and reinforce Downtown as a vibrant hub for the community.

The district’s architecture, defined by larger buildings, presents a contrast to the historic, pedestrian-friendly character many residents envision. Increasing residential development and enhancing public spaces offer key opportunities to support a more active and engaging Downtown, especially beyond typical workday hours. While Chapter 10: Subareas outlines specific improvements for Downtown, a more general overview of potential improvements is provided here.

STRATEGIES

E.D 5.2 Continue to focus economic development efforts Downtown to bolster the heart of the community with new restaurants, retail, entertainment, and community events.

E.D 5.3 In partnership with Johnson County, strengthen Downtown as a destination by working with property owners to attract unique retail experiences, entertainment uses, and art.

DOWNTOWN PLACEMAKING STRATEGIES

To address these issues, the City should focus on implementing placemaking strategies that could include events that bring people to Downtown after work or family-oriented activities that foster a more welcoming, people-oriented environment. By activating Downtown after 5 p.m. and supporting local businesses through coordinated events and incentives, Olathe can establish a stronger sense of place and build momentum for long-term revitalization.

Additional Recommendations

• Promote more dense development downtown to support surrounding businesses and increase the user-base.
• Continue strategic land acquisition and issue targeted Requests for Proposals (RFPs) to guide downtown redevelopment toward projects that align with the City’s vision for a walkable, mixed-use, and economically vibrant core.
• Work with partners to create a Downtown Business Association or a Business Improvement District to fund downtown improvement projects making downtown clean, attractive, and interesting to investors.
• Reimagine the storefront improvement grant for opportunities to expand or improve the program to better align with the City’s goals for downtown.
• Create permanent structures for memory-maker events including holiday markets, farmers markets, and seasonal events.
• Program regular evening events like outdoor concerts, art walks, night markets, and themed food truck rallies to extend activity beyond the workday.
• Develop a distinct Downtown brand and marketing strategy, including separate social media and promotional materials.
• Promote the emerging restaurant scene with coordinated events and marketing to draw local and regional attention.
• Pilot seasonal pop-up markets or events (e.g., a holiday village, ice rinks) to support small businesses and use spaces year-round.
• Launch an “Open for Business” concierge program to streamline permitting and provide technical and financial assistance to new businesses.
• Introduce a Graduated Rent Assistance Program for city-owned and private buildings to reduce startup costs for retailers.
• Create a Collective Marketing Fund to support shared advertising and promotional events for Downtown businesses.
• Develop a nighttime economy strategy that includes lighting, safety, and transportation considerations to make Downtown more accessible and welcoming after sunset.
• Promote the development of a business incubator space and a food hall.

Case Study COUNTY SQUARE COMMONS

County Square Commons renovated a 100-year-old building into over 10,000 square feet of indoor and outdoor restaurant space. Anchored by Austin’s Bar and Grill, the transformative redevelopment preserved the existing 100-year-old building while adding a rooftop patio, five retail storefronts, and vibrant new energy to the growing downtown community. Since 2021, Downtown Olathe has seen over $250 million in public and private investment through key projects including the Johnson County Court House, City Hall, Johnson County Square Park, Arrello Apartments (228-units), and the Downtown Olathe Library.

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DOWNTOWN STREETSCAPE AND PUBLIC REALM

While the City and its partners can make efforts to improve downtown placemaking through advertising, marketing, events, and funding strategies, there are physical improvements that should be considered to allow for continued placemaking. One way to encourage investment is to continue improvements to the streetscape and public realm.

Olathe should consider utilizing flexible streets and spaces in Downtown. Flexible streets and spaces adapt to changing needs, supporting both businesses and pedestrians. With features like removable bollards, modular seating, and adaptable landscaping, streets can host outdoor dining, markets, events, or pedestrian-only zones. Expanded sidewalks, temporary closures, and shared streets activate public areas, letting businesses extend their footprint and creating a more vibrant Downtown.

Additional Recommendations

• Plantings or site furnishings should be located within the Site Furnishing and Landscape Zone to avoid conflicts with pedestrians.
• Temporary plantings should be integrated with outdoor dining facilities.
• Require that a five-foot Pedestrian Through Zone be maintained between any street furniture and people infrastructure in the Site Furnishing and Landscaping Zone.
• Ensure outdoor dining layouts provide accessible pathways and seating areas for all, including individuals using mobility aids.
• Continue to direct outdoor dining to the Site Furnishing and Landscape Zone as permitted sidewalk cafes or in the Roadway Zone as permitted parklets.
• Discourage the placement of outdoor dining elements in the Building Frontage Zone. Exceptions would include outdoor dining placed in front of a building setback from the public ROW in a side yard.
• Consider reallocating select on-street parking spaces as outdoor dining or retail opportunities in the warmer months of the year.
• Introduce flexible public spaces that can support programming like farmer’s markets, festivals, and performances.
• Install event kiosks to promote activities and Downtown updates in visible locations.
• Work toward establishing permanent public restrooms, starting with short-term solutions like trailers or semi-permanent facilities.

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WORKFORCE DEVELOPMENT

According to the Economic Development Strategic Plan, Olathe is emerging as a hub for innovation, with STEM jobs growing eight percent over the past five years — compared to a three percent decline across the Kansas City metro. This growth is supported by nearby K-State Olathe and a 28 percent increase in median earnings during the same period. To sustain this momentum, workforce development efforts should align with the City’s economic goals and focus on higher-paying industries. This includes identifying key skills and providing targeted training for high-demand fields like technology, as well as broader leadership and management development. Continuing to cultivate relationships with nearby higher education institutions and Olathe public schools will create a homegrown talent pool.

STRATEGIES

E.D 6.2 Utilize incentive programs such as Industrial Revenue Bonds for property tax abatements and sales tax exemptions, Tax Increment Financing, Community Improvement Districts, and others to attract quality jobs and investment within Olathe’s target sectors.

E.D 7.1 Continue to partner with outside organizations such as Johnson County Workforce partnership to train and develop a high-performing workforce to improve wages and stimulate the local economy.

E.D 7.2 Build upon relationship with school districts to offer support in growing the future workforce.

E.D 7.3 Collaborate with local universities to enhance the city’s workforce by providing partnerships, internships, co-ops, training programs, and apprenticeships.

E.D 7.4 Support the Olathe Chamber of Commerce and other economic development organizations to connect businesses with students and graduates.

E.D 7.5 Invest in quality of life to retain and attract quality employers and skilled workforce.

INCUBATOR SPACES

Incubator programs support early-stage startups as they develop their business models and grow, often serving multiple companies across various industries. These programs focus on regional economic development and are typically funded through a mix of public and private sources. By partnering with universities and venture capital firms, incubators help strengthen the local talent pipeline and drive innovation. While companies may graduate after reaching key milestones, participation timelines are flexible, and many incubators operate as nonprofit organizations. Supporting incubator spaces and startups advances the City’s entrepreneurial goals by offering a safety net for emerging businesses.

K-State Olathe Innovation Campus

The K-State Olathe Innovation Campus makes use of underdeveloped lands along College Boulevard just west of the main K-State University site with room for future growth. This supports the University’s mission by combining education, research, and entrepreneurship with a focus on animal health, food safety, and food security. Designed to address global challenges, the campus aims to attract individuals from around the world dedicated to safeguarding the food supply. Located in the heart of the Animal Health Corridor, Johnson County plays a vital role in this growing industry. K-State Olathe will serve as a hub, linking the expertise of hundreds of K-State researchers with regional professionals in animal health and nutrition. The campus also partners with Panasonic to help train qualified employees and offers internships to students with a focus on advanced manufacturing and supply chain logistics. As investment in the corridor increases, the campus will help meet workforce demands by preparing students with strong bioscience advanced manufacturing training.

Olathe Innovation Center

The Olathe Innovation Center will be a catalyst for economic growth by supporting startups, entrepreneurs, and corporate spinouts. With access to shared workspaces, lab and maker facilities, and business resources, it will create new pathways for local talent and industry. The Center will solidify Olathe’s role as a regional innovation hub, bridging public, private, and academic sectors to foster next-generation business development.

Additional Recommendations

• Convene an advisory committee (university officials, real estate developers, entrepreneurs, and capital providers) to guide Olathe’s incubator expansion plan.
• Inventory current incubator spaces in Olathe and survey entrepreneurs about missing resources.
• Research and document what has worked well in other cities that run business incubators to determine what best practices should be utilized in the City.

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PARTNER WITH HIGHER EDUCATION

K-State Olathe, known for its strong focus on meaningful work experiences, is part of the Kansas State University system, consistently ranked among the top universities in the state and recognized for its alumni network and internship opportunities. Alongside MidAmerica Nazarene University, which offers over 60 programs, including a highly ranked nursing program, residents have access to valuable skill-building resources close to home. Johnson County Community College (JCCC), located just outside of Olathe, offers over 45 programs and enrolls over 17,000 students. JCCC is home to the Nerman Museum of Contemporary Art and establishes a sense of community pride throughout the County. JCCC also has an Olathe Health Education Center which provides health occupation, adult education and general education classes. The City should partner with these institutions and major employers to expand opportunities within its key industries.

Additional Recommendations

• Hold quarterly meetings with Olathe’s higher education institutions and trade-sector employers to identify workforce training needs and align educational programs with industry demands.
• Design and distribute a survey to assess gaps in training for entry-level and middle-skill positions, particularly within Olathe’s expanding technology sectors.
• Use the survey results to launch a pilot “earn-and-learn” program, working with local companies to participate in hands-on training and career pathway development.
• Track the outcomes of the pilot initiative and refine the approach as needed to support future program growth and effectiveness.
• Collaborate with the Olathe Chamber of Commerce and other economic development partners to strengthen connections between businesses, students, and recent graduates.
• Maintain partnerships with organizations such as Johnson County Workforce Partnership to solidify a strong, skilled workforce that drives wage growth and economic development.

BUILDING PATHWAYS WITH PUBLIC SCHOOLS DISTRICTS

As workforce demands continue to evolve, schools will play a growing role in preparing students for rapidly changing industry needs. In 2024, YouScience, a career aptitude program, surveyed 500 human resources professionals and business leaders around the country across high-demand sectors, including construction, technology, manufacturing, health care and social assistance, and educational services. Over 90 percent of respondents say that stronger partnerships between K-12 schools and post-secondary institutions could help improve their long-term talent pipelines, and 78 percent believe work-based learning and industry certifications are important in preparing new talent. Olathe can support this effort by being a connector between the school systems and private sector to align the skill sets needed in Olathe’s most innovative sectors.

Olathe Public Schools offers 15 specialized 21st Century Academies across its five high schools, providing students with hands-on career training in fields like engineering, digital media, healthcare, and public safety. These academies are designed to align with Kansas Career Clusters, offering both transfer and non-transfer pathways that integrate academic learning with real-world skills. By participating, students can earn industry certifications, college credit, and gain direct exposure to potential career paths.

Additional Recommendations

• Organize a workshop for school administrators and educators to showcase key economic drivers in the city and highlight emerging career opportunities for students.
• Collaborate with K-12 leaders to assess existing programs and initiatives, identifying strengths and gaps related to high-demand industries.
• Work with school districts to assess whether new programs are needed or if existing ones could benefit from enhanced visibility and outreach to students, parents, and employers.
• Recognize and promote the achievements of students actively engaged in current career-focused programs to build awareness and momentum.

Case Study

WORKFORCE PARTNERSHIP

Workforce Partnership is a community resource used by job seekers, employers, economic development entities and chamber organizations. Job seekers range from those looking for their first job to highly skilled professionals. The organization’s offerings include skills assessments, resume development, job-search assistance, tuition support, GED/ESL programs, and regular hiring events and workshops designed to address both immediate hiring needs and long-term career goals.

Operating from its Johnson County Career Center in Lenexa, the organization coordinates a regional network of one-stop career centers that connect employers and job seekers through targeted programs, labor market data, and funding resources. Serving over 13,000 job seekers annually, 71 percent of job seekers secure employment with one of the more than 800 partner employers and remain employed after one year.

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ART, CULTURE, AND IDENTITY

Olathe is known for its welcoming atmosphere, well-maintained public spaces, thoughtfully designed landscaping, and distinct community character. A distinct sense of place can bolster a city’s “brand”, making it more attractive to new businesses while supporting existing businesses. It also can attract visitors and their dollars to Olathe. Art and culture can be essential components to defining a city’s identity. As the City continues to grow, it will be important to maintain and enhance its existing character through strategic investments in streetscape improvements, public art installations, and community events.

Outreach participants expressed a strong appreciation for Olathe’s image and identity. However, only about half of the survey respondents identified this as a strength, which indicates room for growth in how the City’s character is perceived. Olathe should work to establish a distinguishable and recognizable cultural identity as the community grows.

PUBLIC ART

Often seen as an expression of the City’s creativity, identity, and values, public art includes sculptures, murals, and other artistic installations placed in public spaces accessible to all. These artworks often reflect the community’s history, culture, and aspirations, turning everyday places into meaningful landmarks.

To build Olathe’s identity, activate public spaces, and connect residents to the community, the City created a Public Art Master Plan and supports public art through its Public Art Fund. Developers using incentives for commercial projects will commit $.10 per square foot for buildings and $15 per newly constructed parking spaces for public art within proposed developments up to $500,000 per project. If a developer chooses to not implement public art within a commercial development, they can pay 75 percent of the public art fee to the City’s Public Art Fund.

Additional Recommendations

• Develop and implement a public art policy to enhance the public realm through place making elements such as streetscaping, wide sidewalks, outdoor public spaces, branding, beautification, and public art.
• Continue to partner with local agencies and businesses to enhance walkability and create an inviting urban environment by hosting community events like pop-up parks or pedestrian-friendly street closures.
• Invest in public art across the City, including murals, sculptures, and installations in community spaces and consider dedicating space solely for students.
• Involve the community in placemaking projects such as mural designs, streetscape improvements, and local art at City gateways, enabling residents to participate in planning their surroundings.
• Enhance City branding and evaluate internal marketing strategies to better promote community programming.

EVENTS

Olathe hosts a wide variety of events throughout the year that bring people together and celebrate the community. From seasonal festivals to family activities in Downtown, the City creates opportunities for residents and visitors to connect, relax, and enjoy shared experiences. Outdoor concerts, pop-up markets, movie nights, and farmers markets are just a few of the ways Olathe keeps its event calendar full and its public spaces active.

Downtown Events

Downtown Olathe is the hub for live music, art, food, and family-friendly events. From pop-up markets to outdoor concerts, there’s always something happening in the heart of the City.

Sip & Shop takes over the Johnson County Square from 5 to 8 p.m. on the second Wednesday of each month from May to July. It features local vendors, food trucks, live music, and activities the whole family can enjoy.

Olathe Live! Over Lunch brings free Tuesday concerts to the Downtown Olathe Library patio at Michael E. Copeland Civic Center Park in June and July.

The Olathe Arts Festival turns the Johnson County Square into a celebration of regional art, live performances, hands-on activities, and local food and drink.

Other downtown events include Fourth Fridays hosted by the Olathe Chamber, and the annual Johnson County Old Settlers celebration.

Additional Recommendations

• Reassess events each year to ensure that efforts are spent on hosting quality events to avoid event fatigue.
• Encourage new retail, dining, and other visitor-focused businesses near hotels and event venues.
• Plan for transit and active transportation options that make it easy for visitors to reach hospitality destinations.
• Continue to promote Olathe as a tourist destination through the City's website, branding, and partnerships with tourism-based businesses.
• Continue partnerships with groups like the Olathe Convention and Visitors Bureau to market the City as a destination.
• Provide logistical and financial support to help create business associations or Business Improvement Districts where needed.
• Consider potential common consumption expansion or revisions with new restaurant/bar development.
• Explore additional marketing channels to promote Olathe events beyond the city’s main social media page such as a dedicated events newsletter, targeted social campaigns, or partnerships with local organizations to ensure all happenings get visibility.
• Continue to apply for grant funding to support tourism efforts in the City.

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SUPPORT A DIVERSE COMMERCIAL BASE

A city not only finds success in its residential areas but also its commercial centers. According to the Olathe Economic Development Strategic Plan, only six percent of the total retail supply in the region is located within Olathe. One way to increase regional competitiveness is to diversify the retail offerings in the City. Throughout outreach, participants repeatedly mentioned that they desire a wider variety of restaurants, retail, and services. Seventy-one percent of survey respondents stated that retail stores would have a positive impact on the community, and 84 percent of survey respondents stated that restaurants would have a positive impact on the community.

STRATEGIES

E.D 5.5 Strengthen neighborhood commercial nodes to provide convenient access to essential goods, services, and amenities within walking or biking distance of residential areas.

E.D 6.1 Build upon work with the Chamber of Commerce and expand local and regional partners to support existing businesses.

175TH STREET CORRIDOR

As the City continues to expand south, 175th Street will begin to take shape as the next major commercial corridor. Transportation plans indicate that 175th Street will upgrade to a 4-6 lane road with a 200 ft right-of-way and a landscaped median. The roadway will be designed for speeds of 50 mph with a balance or truck traffic and vehicular traffic. While these upgrades have not materialized yet, it is important to start to attract and plan for future commercial development along the corridor.

While commercial will primarily front 175th Street, current parcels are large and necessitate a more clear direction on what the future development plan should look like. Infusing mixed-residential uses such as multi-family, multiplexes, townhomes, and single-family detached is necessary to build out these new areas of the City in a responsible and sustainable manner. The Model Development Program graphic indicates what the development pattern of 175th Street could look like using a few examples parcels along the corridor.

Additional Recommendations

• Work with developers to create site design plans that connect to surrounding areas, provide commercial opportunities, and enforce strong design principles.
• Maintain landscaped buffers to allow for interesting landscaping options including signage, placemaking, and other elements that contribute to the beautification of the corridor.
• Consider stormwater retention in areas that are visible from the street to promote a more natural look and feel for the corridor.
• Utilize berms as a buffer to soften and screen the corridor from high traffic roads.
• Orient parking internally to create attractive streetscapes.
• Encourage buildings with high quality 4-sided architecture, especially within regional and community commercial corridors.

Model Development Program

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Map Key

• Regional Commercial
• Community Commercial
• Mixed Residential Neighborhoods
• Single-Family Neighborhoods
• Recreation Opportunities
• Road
• Cross-Access
• Proposed Trail
• Intersection Improvements

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ENCOURAGE NEIGHBORHOOD COMMERCIAL

Supporting strategic neighborhood commercial development creates vibrant, convenient, and connected communities. Thoughtfully planned neighborhood commercial areas provide residents with easy access to everyday goods and services such as grocery stores, cafes, and pharmacies within a short distance of their homes. This reduces the need for long drives, promotes walkability, and encourages local economic activity. By focusing commercial development in targeted locations that complement surrounding residential neighborhoods, Olathe can maintain community character while meeting residents' daily needs. This approach also promotes a sense of place and strengthens neighborhood identity, making Olathe a more attractive and livable city for people of all ages.

Additional Recommendations

• Continue to use the Future Land Use Plan to make amendments to the UDO that allows for small-scale neighborhood commercial development in residential areas provided it is at key intersections.
• Consider conducting a complete neighborhoods analysis to identify which areas of the City lack small-scale retail shops and target those areas for strategic zoning changes.
• Support Accessory Commercial Units (ACUs) that allow commercial use on the ground floor of a residential property or in a street-facing accessory structure, particularly when it benefits the surrounding neighborhood.

DESTINATION POINTS AND REGIONAL IDENTITY

Destination points are key places, attractions, or accommodations that shape someone’s experience of a place. They can influence how residents view their City but also how tourists and visitors experience the City. Within Olathe, continuing to grow and support destination points are key to strengthening the City’s commercial base and regional identity. There is strong enthusiasm for creating vibrant places that attract both residents and visitors with 79 percent of survey respondents indicating that entertainment uses would have a positive impact on the community.

Developing a mix of entertainment venues, cultural attractions, dining, and recreational opportunities can help position Olathe as a lively destination within the region. These destination points not only enhance quality of life by providing enjoyable experiences close to home but also boost the local economy by drawing visitors and supporting local businesses. The Olathe Convention & Visitors Bureau (CVB), a division of the Olathe Chamber of Commerce, seeks to achieve this. Its mission is to foster a progressive community through inspired leadership, balanced economic growth, highest educational opportunities, and responsive government to ensure a quality family business environment.

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Garmin Olathe Soccer Complex

A major destination that shapes Olathe’s identity is the Garmin Olathe Soccer Complex (GOSC). This facility is a premier youth sports facility located at Highway K-10 and Ridgeview Road. The complex features nine all-turf, tournament-quality soccer fields and attracts over 1.5 million visitors annually. Operated by the Heartland Soccer Association, the largest youth soccer league in the U.S., GOSC hosts numerous regional and national tournaments. The complex is part of a 250,000-square-foot development that includes 17 commercial and retail buildings, two hotels, and several dining and shopping venues. Key amenities include a soccer office building with concessions and restrooms, additional restroom and vending structures, and a 1,200-square-foot storage building. Custom-designed canopies and ADA-accessible features enhance the visitor experience.

Additional Recommendations

• Continue to work with the Chamber of Commerce, the Economic Development Council, and other organizations to attract businesses and entertainment uses that draw regional users.
• Utilize the K-7, North Ridgeview, and Downtown Core subarea plans found in Chapter 10: Subareas, to create venues for destination retail/entertainment.
• Collaborate with regional partners to strategically market Olathe’s business clusters.
• Partner with all types of major businesses to promote and attract new events such as sporting events or marathons that bring visitors to the facility.
• Continue to work with Heartland Soccer Association to host Stay and Play Tournaments which benefit the City and businesses surrounding the facility.

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ENTREPRENEURIAL STEWARDSHIP

A thriving economy relies on innovation, bold ideas, and strong support for entrepreneurs. The Economic Development Strategic Plan identified the goal of building Olathe into the premier entrepreneurial community in Kansas. To become a leading hub for entrepreneurship, the City must invest in resources, cultivate diverse partnerships, and celebrate local success stories. By intentionally supporting a wide range of entrepreneurs across local and export sectors, Olathe can drive opportunity, support homegrown businesses, and build a more prosperous, inclusive future.

STRATEGIES

E.D 6.3 Collaborate with regional partners to strategically market Olathe’s business clusters.

E.D 6.4 Maintain and reimagine commercial space and align planning policies to attract knowledge-focused enterprises.

SUPPORTING AND ATTRACTING MAJOR EMPLOYERS

To guarantee long-term economic vitality, Olathe should continue to pursue strategies that support the retention and attraction of major employers that offer high-quality, well-paying jobs. This includes leveraging tools like industrial revenue bonds (IRB), tax increment financing (TIF), corridor improvement authorities, and infrastructure investments to make key sites shovel-ready for office, industrial, or innovation-based development. Establishing predictable regulatory processes and ensuring timely permitting can provide clarity and confidence for developers and employers. Collaborating with regional partners and workforce institutions, the City can identify industry targets aligned with local strengths, such as advanced manufacturing, logistics, and technology.

Additional Recommendations

• Continue to work with the Chamber of Commerce and the business community to promote businesses, professionals, and organizations within the City.
• Establish a relationship with Evergy to ensure Olathe has access to energy for large industrial and data center projects.
• Leverage the Economic Development Program to continue to attract and retain existing businesses.
• Advertise and promote economic incentive programs and tools featured on the City’s website and in the Economic Development Report to facilitate desired commercial developments, when appropriate.
• Continue to provide yearly updates about ongoing incentive programs to provide transparency for residents and businesses.
• Provide clear regulatory and permitting processes, giving business owners and entrepreneurs more certainty for new ventures in the City.
• Provide incentives to attract new businesses such as reduced permit fees, expedited review processes, grants, and low interest loans.
• Work with the Chamber of Commerce to manage the available property database and market available sites and attract investment.

Case Studies

LENEXA PUBLIC MARKET – LENEXA, KS

The Lenexa Public Market, opened in 2017, is a city-owned food hall that anchors the city center with a mix of independent vendors and tenanted stores. The Public Market provides a flexible, merchant-driven model and integrates well with civic spaces like city hall and the recreation center, making it a popular destination for locals and visitors. It has also become a hub for community events and gatherings and has helped to foster community pride.

Economically, it is a proven incubator for small businesses, helping vendors grow from pop-ups to permanent tenants. Supported by the Lenexa Economic Development Council and city incentives like Community Improvement Districts and Tax Increment Financing, the Public Market has boosted job creation and investment to reinforce Lenexa’s reputation as a hub for entrepreneurial growth.

LOGISTICS PARK KANSAS CITY

The Logistics Park Kansas City (LPKC) is a 2,352-acre master-planned industrial park part of the BNSF Kansas City Intermodal Facility (KCIMF) just southwest of Olathe in Edgerton, KS. LPKC is strategically positioned in the heart of the country and has been designed to optimize the global supply chain by offering direct access to BNSF Railway’s state-of-the-art intermodal facility. The park currently has over 15.5 million square feet of completed distribution and warehouse space with capacity for up to 30 million square feet.

With major brands like Amazon, Walmart, and Pepsi Co. establishing operations there, LPKC is a nexus for companies seeking efficient freight movement and scalable logistics solutions.

EXPANDING LOCAL BUSINESSES

Building on the strategies outlined in Olathe’s Economic Development Strategic Plan, the City can continue to expand and strengthen its small business ecosystem, where businesses with fewer than ten employees make up nearly 70 percent of the local market. These businesses contribute to the community’s character, create local jobs, and diversify Olathe’s economy, contributing to its resilience. To support their growth, the City can implement programs such as business retention and expansion initiatives, expand façade improvement grants, and streamline permitting processes. Partnering with organizations like the Olathe Chamber of Commerce and other regional economic development organizations will help provide technical assistance, mentorship, and funding opportunities.

Olathe Innovation Center

The Olathe School District is renovating the former Lindenwood Business Center at 450 Rogers Road, by Interstate 35 and Santa Fe Street, to create the new Olathe Innovation Center, scheduled to open in 2025. This facility will expand capacity for several high-demand career and technical education (CTE) programs and establish a real-world learning environment. A dedicated commons area will feature a student-run restaurant and coffee shop to help build hands-on business and hospitality skills. The project aims to blend industry-led training with academic instruction, helping students prepare for careers in technical fields by integrating CTE programming into a modern, centralized facility. The overall goal is to strengthen workforce readiness and support regional economic development through enhanced educational resources.

Additional Recommendations

• Convene a quarterly working group of small-business support organizations to discuss best practices, explore collaborations, and coordinate collective support.
• Maintain a leading role in the region in streamlining the development and permitting process to minimize time to market in support of small businesses.
• Support and promote small-business resources and training offered by the Chamber of Commerce’s small-business support programs.
• Work with underserved small businesses and businesses in Olathe’s target sectors to provide support to accomplish goals.
• Develop a city-wide entrepreneurship dashboard to track impact and program participation.
• Enhance and expand local business events such as farmers markets, artisan markets, and community events where the community can interact with local businesses.
• Create a “small business inventory” to help the City track and support new business in Olathe.
• Encourage local business participation at City meetings to nurture a culture of collaboration.

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REVITALIZE CORRIDORS

Currently, one in three commercial centers in the City were built more than 30 years ago. Some of Olathe’s older commercial corridors are facing challenges as consumers have shifted more of their shopping online resulting in decreasing foot traffic and increased competition in the region. Olathe’s Economic Development Strategic Plan found that the City’s older commercial areas are competing with newer commercial centers in the region. These difficulties allow for the opportunity to rethink and revitalize commercial corridors around the City. Promoting connectivity, reimagining what a traditional corridor entails, infusing alternative land uses, rethinking parking requirements, and promoting adaptive reuse projects can all contribute to the revitalization of the City’s commercial areas and make Olathe more competitive in the regional market.

STRATEGIES

ADAPTIVE REUSE

Adaptive reuse is the process of repurposing an existing building for a use that is different than what it was initially built for. Transforming underutilized or vacant office buildings into mixed-use developments, residential units, or gathering spaces can breathe new life into aging commercial areas while addressing evolving market needs, such as excess office development. This approach not only helps preserve the City’s architectural character but also attracts new businesses, residents, and visitors. There are several large office buildings in key areas that could benefit from a residential conversion. By encouraging creative reuse and flexible zoning policies, Olathe can stimulate residential growth and create more dynamic and attractive commercial corridors that meet the needs of a changing community.

Additional Recommendations

• Amend the UDO to allow multi-family and mixed-use developments in the Business Park or Office districts to provide property owners with the flexibility to create integrated commercial and residential projects.
• Proactively rezone areas of the City in which adaptive reuse of existing office buildings would be appropriate.
• Encourage redevelopment of appropriate office areas which integrates innovative concepts like experiential retail, entertainment, and residential uses to create vibrant, flexible, and multifunctional spaces.

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PARKING LOTS IMPROVEMENTS

Olathe’s commercial corridors feature many expansive surface parking lots that detract from the City’s visual appeal, retain heat, and exacerbate stormwater runoff. To create more attractive and sustainable commercial areas, the City can implement measures that reduce these negative impacts.

Strategies such as adding landscaped green spaces, planting shade trees, installing permeable pavement, and promoting shared or structured parking can help reduce the visual impact of parking areas, improve stormwater management, and lessen the urban heat island effect. This effect occurs when pavement and other built elements absorb and retain heat, making urban areas warmer than surrounding rural areas. Other strategies include reprogramming parking spaces with pocket parks, plazas, outdoor dining opportunities, and gathering space. Communities throughout the country have utilized creative strategies to reprogram parking lot space. Utilizing shipping container shopping districts, promoting food truck pop-ups, and considering seasonal markets could be used as cost-effective, short-term interventions to improve commercial areas with excess parking.

By improving the design and function of parking, Olathe can enhance the overall experience of its commercial corridors, making them more welcoming for shoppers, pedestrians, and local businesses while supporting environmental sustainability and long-term community vitality.

Additional Recommendations

• Collaborate with developers as redevelopment opportunities arise to consolidate and relocate parking to the rear or side of buildings where feasible.
• Promote the creation of cross-access between adjacent properties to reduce curb-cuts, enhance traffic flow, and improve connectivity through establishing an access reduction grant.
• Encourage outlot development, reprioritizing excess parking space for additional development.
• Require all existing parking lots to be paved, well-marked, sufficiently lit, and have proper drainage. Permeable pavement, bioretention, shade trees, dark-sky compliant lighting, and low-impact native landscaping should be encouraged to provide long-term environmental benefits and cost savings.
• Consider creative ways to reimaging parking lots using temporary structures like shipping containers, food truck parks, or small micro-retail structures for temporary or seasonal commercial space.
• Ensure that temporary commercial space such as food trucks have access to electricity connections, tables, chairs, and trash receptacles.
• Promote Evergy’s Business Energy Savings / Lighting & Controls program which offers rebates for LED upgrades for commercial customers to improve parking lot lighting in commercial corridors.
• Encourage old or underutilized parking lots to be screened from view along public sidewalks and streets using low masonry walls, decorative fencing, and/or landscaping.
• Prepare a guidance document for parking to determine gaps, outline community impacts, investigate policy shifts, and explore technology systems that help facilitate parking objectives.

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ACCESSIBILITY OF COMMERCIAL CORRIDORS

To create more inclusive, efficient, and safe commercial corridors, Olathe's shopping areas should be accessible by car, as well as by walking, biking, and other alternative transportation modes. Enhancing pedestrian and bicycle infrastructure such as sidewalks, crosswalks, bike lanes, and lighting will help reduce roadway congestion while improving connectivity for all residents, including those who may not have access to a vehicle. By prioritizing safer, convenient, and equitable access to commercial areas, the City can encourage healthier lifestyles, support local businesses, and make certain everyone can easily reach essential goods and services.

Additional Recommendations

• Support pedestrian-oriented shopping environments with features like wide sidewalks, attractive storefronts, and buildings that face the street to create a comfortable sense of enclosure.
• Promote the integration of pedestrian, bicycle, and transit-friendly design in large shopping centers including outdoor seating areas, bicycle parking, and easy access to public transit.
• Improve connectivity by encouraging cross-access and pedestrian pathways between adjacent parking lots and commercial buildings to create cohesive, walkable shopping areas.
• Consolidate commercial driveways along major roads to reduce traffic conflicts and improve overall safety and mobility.
• Evaluate where pedestrian connections between neighborhoods and commercial hubs can be created.

CHARACTER OF CORRIDORS

Commercial areas play a crucial role in defining a community's image. They serve as focal points of activity and are often the first impression for visitors. Higher quality, attractive commercial areas can stimulate greater economic development by drawing new businesses and customers. Olathe could benefit from improving the character of its commercial corridors as many are outdated and in need of reinvestment. More information on specific improvements for the City's major corridors are discussed in Chapter 10: Subareas.

Additional Recommendations

• Improve key commercial corridors with updated development standards to encourage a more attractive streetscape and pedestrian environment, inviting investment and redevelopment.
• Promote pedestrian-oriented outparcel development to improve the character along primary roadways and break up views of large parking lots.
• Prioritize the enforcement of nonconforming situations, including signage and landscaping, in commercial areas across the City.
• Require high-quality architecture on all sides of the building as opposed to just the front-facing façade, including well-designed or screened service areas.

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ECONOMIC DEVELOPMENT

The Economic Development Framework identifies opportunities to maintain and strengthen Olathe's growing commercial, employment, and industrial areas. The framework aims to strengthen its existing corridors, identify new small-scale nodes, increase reinvestment in key areas, and provide recommendations for new business parks and industrial areas. This framework should help guide land use and policy decisions for the City in conjunction with the Future Land Use Plan in Chapter 4: Land Use and Development.

ECONOMIC DEVELOPMENT FRAMEWORK

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CONTEXT

• City Boundary
• Planning Area Boundary
• Subarea Boundary
• Railroad
• Bodies of Water

SUBAREAS 1 K-7 Corridor 2 North Ridgeview 3 Parker Street 4 Downtown Core 5 Original Town/Downtown 6 Santa Fe Street 7 175th Street

REGIONAL DRAW

Regional draw areas seek to infuse entertainment, experiential retail, consumer experiences, and unique destinations into the various locations identified. Olathe Station and Olathe Pointe, by the nature of their commercial uses, achieves this for the City. The concentration of big box stores draw people from all over the City and nearby communities. As mentioned in the Residential Framework, the Great Mall of the Great Plains is a tremendous opportunity to build on Olathe’s regional identity. The site has visibility from K-7 and I-35 giving it an advantageous location. Redevelopment of this site should focus on creating a vertical mixed-use district where civic, commercial, and residential uses reinforce one another.

The North Ridgeview and Santa Fe Street subareas, described in Chapter 10: Subareas, also seek to achieve this. North Ridgeview contains several new development opportunities and, while attracting typical commercial development is recommended, the City has also identified opportunities for destination commercial. North Ridgeview should primarily leverage the Garmin Soccer Complex to build out the area with hotels, restaurants, bars, and other entertainment to support those using the complex for tournaments. Santa Fe should include commercial developments that attract people to the area and create a sense of place as people exit I-35 entering the community. Developments should include typical retail, restaurants, and services but also entertainment uses to draw people from throughout the City and region.

STABLE COMMERCIAL CORRIDORS

Stable commercial corridors are areas of the City that are well-functioning and well-trafficked such as 135th Street & Black Bob Road and 151st Street and US 169 Highway. These are the core retail, service, and dining areas of the City and contain grocery stores, departments stores, services, and restaurants. Often auto-oriented, these areas capture a larger customer base as people are willing to drive outside of their neighborhoods to access them. Characterized by big box stores and outlot development, these areas typically have internal circulation, shared entrances, and are located at key arterials. They range in size from standalone drive-thrus to larger commercial centers.

By encouraging well-planned commercial centers that are easily accessible and reflect the character of surrounding areas, Olathe can strengthen its local economy, create jobs, and contribute to making the City a more vibrant, complete community where residents can live, work, and shop close to home.

COMMERCIAL REINVESTMENT

Commercial reinvestment areas include parts of the City like Santa Fe Street and Parker Street. These areas often have access management issues where there is a lack of consistent, connected development. These areas are prominent along some of the older arterials and reflect an older commercial development pattern. Characterized by stand-alone buildings with individual curb cuts, no connection to surrounding commercial or residential, parking in front of the building, and no streetscaping between the building and the road. These are areas where aging commercial centers need façade improvements, parking lot landscaping, new signage, alternative land uses, public realm improvements, and new businesses. The City should work with these property owners to improve the appearance of these areas, encouraging shared parking agreements, curb cut consolidation, increased landscaping, and building improvements where needed.

COMMERCIAL GROWTH

These are greenfield areas intended for new commercial development to serve emerging neighborhoods and expand the City’s retail and service offerings. They are intended for new retail centers, restaurants, offices, and service businesses. Development should create walkable, connected centers with a mix of uses where appropriate.

Commercial growth in key areas like 175th Street, 159th Street, and near 167th Street and Ridgeview Road should prioritize high-quality design, visible signage, and pedestrian-friendly features. Developments should be easily accessible from major roads while fitting in with nearby residential neighborhoods.

ESTABLISHED INDUSTRIAL

Established industrial areas are spread across the City, including along Kansas Avenue, and in parks like United, Deerfield, Weaver, Robben, Westland, and Lone Elm. These sites support small to medium-sized operations and, while mostly built out, offer limited infill opportunities. They should continue to function as small-scale industrial hubs. If fringe properties were to sell, redevelopment may be possible. The City should continue to support these parks and ensure businesses can operate successfully, while encouraging owners to limit sound pollution, dust, fumes, and vibrations to standard business hours to reduce impacts on nearby neighborhoods.

PLANNED INDUSTRIAL

Planned industrial development is strategically located near key infrastructure like 175th Street, the New Century AirCenter, and I-35. These areas are important to expanding the City’s employment base and attracting advanced manufacturing, warehousing, and distribution operations. As some of these planned industrial areas are adjacent to existing neighborhoods, future industrial parks should meet high design and performance standards.

Buildings should use durable, high-quality material. Landscaping should include street trees, berms, and decorative fencing where industrial uses abut residential areas. All mechanical equipment, storage yards, and loading docks should be screened and located behind buildings or internal to the site. Multi-use trails, sidewalks, and bike lanes should connect workers to nearby neighborhoods, bus stops, and lunch spots. Industrial sites should be treated more like employment campuses, with coordinated signage, consistent lighting, clear pedestrian routes, and planned driveway design. As data centers continue to be an evolving industrial use, the city can consider defining and regulating data centers as a distinct use, allowing the city to designate locations for new data center projects and to differentiate between otherwise similar projects based on floor or project site area, energy or water demand, or other land use characteristics.

EMPLOYMENT CENTERS

Olathe is the home to several national and multinational businesses who shape the City’s employment centers. Included in this category are areas along K-7 which include the Kansas Bioscience Park, Garmin’s various facilities throughout the City, the University of Kansas Health System - Olathe Campus, and Mahaffie Business Park among others. These areas are often found adjacent to key corridors, enhancing visibility and access to transportation for their employees. Employment centers should continue to be located at entrances to the City and near key corridors. They should promote Olathe as a favorable place to do business by showcasing attractive design elements. In addition, trails, bike lanes, and transit routes should be prioritized in these areas to connect them to neighborhoods.

The design of these areas should include high quality architectural and landscape design standards, building materials (brick, stone, glass), coordinated signage, and generous landscaping. They should be designed like campuses, with curvilinear roads and internal pedestrian circulation. These areas should present a clean, professional image to attract major employers to the City.

MIX OF USE DEVELOPMENTS

These areas are meant to bring housing, shops, offices, and services together in compact, walkable neighborhoods. New development should combine uses, either stacked in mixed-use buildings or arranged as coordinated clusters, with streets and public spaces that feel lively and easy to navigate on foot. They are especially valuable as transition zones between busy commercial corridors and quieter residential blocks. These areas should offer a range of housing types, paired with everyday services, and be prioritized in key subareas such as K-7, North Ridgeview, Santa Fe, and near major roads and intersections.

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07

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ELEVATE

Transportation

and Mobility

By 2040, Olathe will have an accessible, efficient, and connected multi-modal transportation system that balances roadways with active and sustainable travel options. Integrated bike lanes, pedestrian pathways, and real-time traffic management will streamline travel and reduce congestion, while enhanced railroad and roadway crossings and accessible infrastructure will prioritize safety for all ages and abilities. Expanding trails and creating dedicated bike lanes and walkable neighborhoods will make walking and biking practical and enjoyable.

• Goal 8: Provide active transportation infrastructure throughout the city to provide safe and convenient mobility in all areas.
• Goal 9: Provide a balanced transportation network that accommodates the safe and efficient circulation of vehicles throughout the community.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

A reliable multimodal transportation network is the backbone of the City. By providing a dependable, efficient multimodal transportation system, Olathe reduces barriers to participation for all residents in civic life and the economy, facilitates active lifestyles, and supports work-life balance.

MOBILITY

Through planning, constructing, and maintaining an integrated multimodal transportation system, Olathe gives residents choices for how they move throughout the City and enables efficient transportation of goods and services essential to business.

RESILIENCY

Through maintaining an adaptable transportation network that evolves with changing demands, Olathe makes itself more resilient. Maintaining, improving, and expanding sidewalks, bike lanes, and transit can provide travel options for all residents enabling the City to adapt to changing preferences, technologies, and economic conditions.

IDENTITY

Providing a comprehensive transportation network with well-designed streetscapes, bike lanes, and pedestrian infrastructure and that moves traffic efficiently can contribute to Olathe’s identity as an attractive, livable, and resilient City that is open for business.

WHAT WE HEARD

During outreach, participants emphasized the need for stronger transportation solutions, including overpasses to address freight train delays and congestion. Many called for better bicycle infrastructure and broader public transit options to give people more ways to get around. Across the board, residents agreed that improving pedestrian safety should remain a top priority.

ROADWAY NETWORK

The road network is an essential infrastructure that supports the movement of people and goods by car, public transit, and freight vehicles. Establishing an efficient roadway network requires careful planning and modeling to predict demands, volumes, and forecasts. Annual Average Daily Traffic (AADT) and Functional Classification, which are explained further below, provide the City with indicators of growth and a framework with which to build out a network that aligns with land use planning.

In this section

• Roadway Functional Classifications
• AADT
• Roadway Safety
• Access Management

STRATEGIES

T.M 8.4 Implement context-sensitive traffic-calming measures on collector and local streets.

T.M 9.1 Continue to implement projects identified in the Transportation Master Plan through the Capital Improvement Plan (CIP).

T.M 9.2 Utilize the Transportation Master Plan and Future Land Use plan to support future development and redevelopment.

T.M 9.3 Continue to improve vehicular infrastructure using best engineering practices.

T.M 9.4 Continue to coordinate with Kansas Department of Transportation (KDOT), Mid-America Regional Council (MARC), and other agencies and municipalities to promote an efficient and safe transportation network.

ROADWAY FUNCTIONAL CLASSIFICATIONS

Roadway functional classification, governed by federal guidelines, categorizes roads, streets, and highways based on the type of vehicular service they provide. This system outlines the intended role of each roadway within the transportation network, which influences design aspects such as speed, capacity, and land use development. Roads are classified from lower classifications, which prioritize access for shorter trips (local and collector roads), to higher classifications designed for longer trips and regional connectivity (interstate highways).

Olathe is responsible for about 1,400 miles of streets within city limits. The Kansas Department of Transportation (KDOT) manages the major highways serving the city, including I-35, US 169, K-7, and K-10.

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ROADWAY FUNCTIONAL CLASSIFICATIONS

• Other Freeways and Expressways
• Expressway
• Arterial
• Future Arterial
• Collector
• Future Collector
• Corridor Study

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AADT

The 2017 Olathe Transportation Master Plan (TMP) indicated that the demand for motor vehicle travel could grow to approximately 228,577 daily trips with over 36,935 vehicle hours by 2040. Average Annual Daily Traffic (AADT) is the average daily traffic on a roadway segment considering all the days of the week during a one-year period. AADT volumes are collected by the Kansas Department of Transportation (KDOT). AADT volumes over 16,000 exist on I-35, US 169, K-7, and K-10 as well as east-west routes including College Boulevard, 119th Street, Harold Street, Santa Fe Street, Sheridan Street, 151st Street, and 159th Street. AADT volumes over 10,000 are also found on north-south routes, including Ridgeview Road, Mur-Len Road, and Black Bob Road.

ROADWAY SAFETY

Roadway safety includes the measures and practices designed to prevent crashes, injuries, and fatalities on roads for all users. Infrastructure design, traffic law, law enforcement, education, and specialty technology aimed at reducing risks and improving travel conditions are all elements that contribute to the safety of a roadway. Olathe’s current TMP forecasts future traffic volumes, congested roadways, and higher crash intersections. The TMP compiles a list of project improvements and specific roadway segments to be reconstructed to improve circulation and safety, which include features such as diverging diamond interchanges and single-point urban interchanges.

Crash Data

Crash data provides valuable insights into roadway safety in Olathe. The three areas with the highest concentration of collisions are identified as I-35 and 119th Street, I-35 and Santa Fe Street, and I-35 and 151st Street.

The Vehicular Crash map shows a total of all vehicular crashes, displaying where the most collisions occur, regardless of crash type or severity. Fatal crashes or injury crashes are more frequent along I-35, US 169, K-7, K-10, and the major east-west and north-south routes throughout the City. Evaluating congestion and crashes throughout Olathe can help plan for future roadway improvements, while tracking performance measures to best inform how to prioritize these improvements.

Performance Measures

Performance-based planning is a method of transportation planning that sets goals, tracks data, and uses the results to guide future decisions. Under the Infrastructure Investment and Jobs Act (IIJA), the MARC must set targets for safety, infrastructure condition, system performance, transit safety, and transit asset management. The MARC Connected KC 2050 Transportation Plan highlights that both the fatality rate and serious injury rate were below expectations in 2023, which indicates higher road safety.

Between 2015 and 2022, traffic fatalities increased in Olathe. However, starting in 2022, the trend has reversed, and fatalities have decreased, with a five-year rolling average of 2.19 fatalities per year. Yet, as fatalities continue to decrease, serious injuries from traffic crashes have been increasing since 2018, with the number of serious injuries reported between 2022 and 2023 being higher than at any time in the previous six years.

Other performance measures tracked in the Connected KC 2050 Transportation Plan include infrastructure condition, congestion reduction, system reliability, freight movement and economic vitality, environmental sustainability, and reduced project delivery delay. As part of the annual reporting process established through the Safety Action Plan, Olathe will be reporting on crash-related performance measures to understand trends and make appropriate adjustments in strategies to reduce fatalities and serious injuries. Olathe should continue monitoring performance measures to implement the plan’s safe system elements of safe road users, safe vehicles, safe speeds, safe roads, and post-crash care.

Safety Improvements

Olathe has been working to improve safety as part of the transportation CIP with neighborhood and school traffic safety improvements projects scheduled annually. The Neighborhood Traffic Safety Program (NTSP) is also a tool designed to resolve traffic concerns in Olathe neighborhoods through residents reporting concerns, violations, or improper signage. The program has resulted in improvements such as the installation of traffic calming measures and pedestrian crossings through a variety of projects from street preservation processes to new traffic monitoring devices.

Olathe was awarded $280,000 in federal Safe Streets and Roads for All (SS4A) grant funding in 2023 with KDOT providing an additional $35,000. The SS4A funding will help to address and improve road safety and support the U.S. Department of Transportation's goal of zero deaths and serious injuries. Created under IIJA, SS4A funds regional, local, and Tribal initiatives to prevent roadway deaths and serious injuries. SS4A funding enabled the development of a Safety Action Plan for the City that will help implement improvements identified in the TMP. The Safety Action Plan was adopted by City Council on September 2, 2025. Olathe is actively pursuing additional grants to study and implement the priority action steps recommended in the Safety Action Plan.

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VEHICLE CRASH BY SEVERITY ▲ Fatal Accidents (2019 - 2023) ● Property Damage Only Accidents (2019 - 2023) ● Injury Accidents (2019 - 2023)

Source: Bureau of Transportation Planning, Kansas Department of Transportation

ACCESS MANAGEMENT

Access management refers to the control of vehicular access points from roadways to the land parcels along them. Most of Olathe’s older commercial corridors, such as Santa Fe Street have individual driveway entrances to each parcel along them. This can be a dangerous situation on highspeed streets as turning vehicles create points of conflict with those traveling along the street. Pedestrians and cyclists are also negatively impacted as sidewalks and bike lanes are also bisected by the access driveways. Efforts should be made to consolidate access and facilitate shared parking.

Additional Recommendations

• Work towards zero crashes for all modes of travel through policies, investments, engineering, education, enforcement and emergency response solutions.
• Complete Traffic Safety assessments for intersections and roadway segments that experience high concentrations of crashes and Road Safety Audits as indicated in the Safety Action Plan.
• Pair improvements for pedestrian crossings with traffic calming options.
• Invest in public education campaigns to build community support and understanding of traffic-calming goals.
• Leverage new data sources such as smart infrastructure or analysis tools to guide CIP decisions and forecast transportation needs based on anticipated land use changes.
• Work with developers to provide cross access and shared parking for more cohesive development.
• Work with property owners to construct shared rear access drives with access to a collector or local street to eliminate curb cuts, problematic intersections, and conflicts.
• Review development standards to determine if parking requirements should be updated to enable shared parking and maximize development potential between adjacent commercial properties.
• Explore consolidation opportunities that could support more unified commercial redevelopment.
• Work to orient driveway access for planned developments with disciplined adherence to Olathe’s Access Management Plan.

Access Management

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Map Key

ACTIVE TRANSPORTATION

Active transportation offers safe, convenient, healthy, and cost-effective options for travel and is part of a modern, balanced transportation system. In Olathe, active transportation connects residents to schools, jobs, parks, shopping, and community amenities which is particularly important for those who do not drive due to age, ability, or financial constraints. By prioritizing well-designed sidewalks, bicycle lanes, trails, and crossings, Olathe can create a transportation network that works for all ages and abilities. Refer to Chapter 10: Subareas for specific active transportation-related improvements within each subarea.

Active transportation can help strengthen neighborhood connections, support environmental sustainability, and provide safe, affordable mobility choices for everyone. During plan outreach, residents emphasized the need for more improved bicycle infrastructure, upgraded pedestrian safety, and enhanced connectivity. Participants also noted the need for continued maintenance and upgrades of the network such as closing existing sidewalk gaps and widening walkways. As the City continues to grow, investing in active transportation infrastructure ensures that all residents, whether in established neighborhoods or new developments, can move safely and easily throughout their communities.

STRATEGIES

PEDESTRIAN INFRASTRUCTURE

Well-designed pedestrian infrastructure promote safe and accessible mobility within communities. Additionally, it enhances local economies by increasing foot traffic to local businesses and nurtures a sense of community by facilitating social interaction and a greater connection among residents. During plan outreach, residents discussed the need for better crosswalks, ADA-compliant sidewalks, and targeted safety enhancements at critical locations, with an emphasis on enhanced safety features near schools. Olathe should continue to utilize annual funding and efforts to close gaps in the sidewalk network, prioritizing locations around elementary schools and middle schools.

Sidewalks

Olathe has an extensive network of sidewalks, especially in residential neighborhoods and along arterial roads, though the quality and completeness of this network can vary. Newer developments and areas with recent road projects have continuous, high-quality sidewalks that meet ADA standards, while in older areas of the City, sidewalks may be narrower, intermittent, or in need of repair.

Crosswalks and Pedestrian Safety Features

The City has been investing in pedestrian safety improvements as part of larger transportation projects. Crosswalks are typically present at major intersections and often possess pedestrian signals, though mid-block crossings or crossings in less urbanized areas may be limited. The pedestrian environment is more complete in newly developed areas with dedicated walkways, while older parts of the city may have challenges related to crossing safety.

Multi-use Trails

Trails such as the Mill Creek Streamway Trail and Indian Creek Trail provide safe, scenic walking and biking routes through Olathe. Improving the accessibility and usefulness of these trails requires better connections to residential areas, employment centers, parks, and other points of interest, though achieving this can be challenging. Refer to Chapter 8: Community Facilities and Infrastructure for more information on the trail network.

Best Practice

ACTIVE TRANSPORTATION

Active transportation refers to any form of human-powered travel, such as walking, biking, using mobility devices such as wheelchairs, or riding scooters. It also includes connections to public transit that begin or end with walking or biking. Active transportation plays a key role in shaping livable, vibrant, and resilient communities. It improves public health by encouraging physical activity, reduces vehicle emissions and traffic congestion, and supports economic vitality by increasing foot traffic to local businesses.

Additional Recommendations

• Improve road crossing safety at problematic signalized intersections along arterial roadways through the City’s annual CIP or coordination with KDOT.
• Maintain the GIS database to include all existing, and proposed sidewalks, trails, greenways, bicycle lanes, and multi-use paths.
• Identify streets for new sidewalks and improve major corridors with wider sidewalks or buffers between them.
• Continue to implement the City’s Complete Streets policy to expand its network of multi-modal transportation routes.
• Require all new development to complete the sidewalk network on both sides of adjacent public streets at the time the roadway is constructed to eliminate gaps.
• Work with the Olathe Historical Society and Mahaffie Stagecoach Stop and Farm Historic Site to create a memorialization/history marker trail.

Complete Street

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Best Practice

COMPLETE STREETS

Complete streets are designed and operated to be safe for all who use the roadway. Pedestrians, bicyclists, and motorists of all ages and abilities must be able to safely move along and across a complete street. Complete streets incorporate physical infrastructure, such as raised crossings, protected bicycle lanes, medians, and similar treatments, to reduce hazards from automobiles and protect and make pedestrians and cyclists more visible.

A complete streets policy guides the development of a safe, efficient, and reliable travel network of streets, sidewalks, and urban trails that will equitably serve all users and modes of transportation. The policy establishes Complete Streets principles and context-sensitive design standards to enhance the City’s existing transportation system. City Council adopted a Complete Streets policy on May 19, 2020.

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BICYCLE INFRASTRUCTURE

Bicycle infrastructure is important for promoting sustainable transportation options, reducing traffic congestion, and lowering carbon emissions in communities. Well-designed bicycle lanes and paths enhance safety for bicyclists and encourage more people to choose biking as a viable means of commuting. This infrastructure not only supports public health by promoting physical activity but contributes to local economies by increasing access to businesses. Robust bicycle infrastructure fosters a sense of community and connectivity, as it creates shared spaces where residents can engage with one another. There are many types of bicycle facilities the City maintains.

STRATEGIES

T.M 8.1 Incorporate bike facilities throughout the city based on the Olathe 2040 Trails and Greenways Guiding Plan and Transportation Master Plan.

T.M 8.3 Utilize the Olathe 2040 Trails and Greenways Guiding Plan to guide development of pedestrian and bicyclist infrastructure with the focus on filling gaps, connecting the park system, and serving key destinations.

Bicycle Lanes

Olathe has been actively expanding its network of on-street bicycle lanes as part of newer road construction projects. For example, recent improvements like the Black Bob Road and Quivira Road upgrades include dedicated bicycle lanes. The City's bicycle lane network still has gaps with limited coverage in older parts of the City and along major arterial roads.

Voices from the community help to inform future alignments for bike lanes. Citizen desires concerning bicycle facilities was for safe conditions and that the system is useful. There is a need to adequately match bicycle facilities with consideration of adjacent motor vehicle speeds, the presence of side roads and driveways, and topography. Best practices for matching bicycle facilities based on traffic volume and speeds is a detailed process incorporating lessons learned from other communities and establishing trial periods along city streets.

Sidepaths

Olathe has 43.4 miles of sidepaths with additional paths in the City and neighboring cities currently in development. In some areas, especially in newer developments and on recently improved roads such as 119th Street and Quivira Road, sidepaths exist alongside roads. These paths are typically wider than sidewalks and accommodate both cyclists and pedestrians. A sidepath is a paved, linear path, often wider than a sidewalk, that runs alongside a roadway, designed for shared use by pedestrians, cyclists, and other non-motorized users, separated from traffic by landscape panels or barriers. In Olathe, these often range from 8-10 ft wide. Olathe has a guiding philosophy to add sidepaths along all arterial streets throughout City limits. This forward thinking concept will eventually interconnect all complete streets and trails into one large network.

Best Practice

2040 TRAILS AND GREENWAYS GUIDING PLAN

The City of Olathe 2040 Trails and Greenways Guiding Plan sets a long-range vision for a continuous, multi-modal network of trails and green corridors that link neighborhoods, parks, schools, and businesses. The plan identifies shared-use paths, trails, and on-street facilities as the foundation of the network with a goal of providing safe, ADA accessible routes. It also emphasizes preserving riparian buffers, protecting natural resources, and enhancing biodiversity.

The plan aims to be implemented in three phases from 2021 to 2040 that prioritizes filling gaps in the network, wayfinding signage, ADA upgrades, trailheads, and community amenities. It also outlines funding strategies including local capital allocations, state and federal grants, and public-private partnerships.

Trail Connectivity

Olathe is part of the regional effort to improve trail networks, though existing conditions suggest incomplete connections between key destinations and neighborhoods. Some of the major regional trails like the Indian Creek Trail pass through Olathe, providing excellent recreation and transportation corridors. The Olathe 2040 Trails & Greenways Guiding Plan showcases locations to install trails along natural waterways.

The MARC Greater Kansas City Regional Bicycleway Plan proposes a 47-mile extension of the Flint Hill Route traveling through communities such as Kansas City, Bonner Springs, Shawnee, Lenexa, Olathe, and Spring Hill. Improving the regional connectivity of the sidepaths allows neighboring cities like Olathe to develop additional bicycle and pedestrian infrastructure to connect and enhance the supporting multi-modal networks.

Additional Recommendations

• Implement recommended improvements in alignment with the Chapter 10: Subareas plan, the Trails and Greenways Plan, and the Transportation Master Plan including new trails, wide sidepaths, shared-uses paths, and bicycle lanes.
• Update the city-wide Transportation Master Plan to fully assess the active transportation network and recommend improvements.

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ACTIVE TRANSPORTATION

• Existing Trail and Shared-Use Paths

Proposed

• Active Street/Bike Route

• HOA/Private Trails

• Trail

• Sidepath/Wide Sidewalk

• Bike Lane

• Study activity on multi-use trails, identify barriers to use, and explore opportunities to strengthen connections within the network to encourage greater use.

• Improve and better connect multi-use trail infrastructure through the City’s annual Capital Improvement Program.

• Promote bicycle commuting in priority hubs such as areas around the University of Kansas Health System Olathe campus, MidAmerica Nazarene University, and major employment nodes.

• Implement infrastructure design strategies to promote safety throughout the bicycle network.

• Continue to install dedicated bicycle wayfinding, signage, and markings.

• Establish a procedure for trial deployments of bicycle facilities.

• Create a City standard for “Protected Intersections” to effectively continue bicycle facilities through an intersection.

• Utilize a defined hierarchy of bicycle facilities to adequately match bicycle facilities with consideration of adjacent motor vehicle speeds, the presence of side roads and driveways, and topography.

• Market and direct residents and visitors to State sites like The Prairie Center and County sites like Ernie Miller Nature Center and Heritage Park in accordance with the Trails and Greenways Plan.

WAYFINDING

Wayfinding is how people figure out where they are, where they want to go, and how to get there. It uses tools like signs, lighting, landmarks, maps, and even changes in the surroundings to guide movement. When these elements work together, they make it easier and safer for people to navigate.

The Connecting Our Region: Kansas City Regional Wayfinding Guidebook explains how urban design, including street layout, architecture, landscaping, access, and pedestrian activity, plays a key role in how easily people can orient themselves in a community. Thoughtful integration of signage, intuitive pathways, and spatial organization ensures that users can move confidently and comfortably, minimizing confusion and enhancing overall experience.

Wayfinding in Olathe should follow the best practices and utilize the design principles outlined in the Kansas City Regional Wayfinding Guidebook and Trails and Greenways Plan and implement the City’s Signage and Wayfinding Guidelines for Parks, Trails and Unique Places. These principles are intended to make wayfinding in the City frictionless by striking a balance of information, creating a predictable rhythm for when users encounter wayfinding elements, conveying the right information at the right time, and using landmark-based navigation when possible. Varying sign designs including decision, confirmation, and turn signs and the corresponding placements of these are fundamental to achieve effective wayfinding. Olathe should continue to improve wayfinding strategies through the City with a focus on Downtown, multi-use trails, and bicycle lanes.

For more information on the specific recommended wayfinding strategies throughout the City, refer to Chapter 10: Subareas.

Additional Recommendations

• Improve wayfinding within the City with a focus on the areas that are more difficult to navigate including Downtown, multi-use trails, and bicycle lanes.
• Evaluate current wayfinding signage and branding to identify gaps along important corridors, destinations, and connections.
• Create a cohesive wayfinding strategy to improve multi-modal transportation throughout the City.
• Implement recommended improvements in alignment with Chapter 10: Subareas plan including streetscape enhancements and gateway signage.

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Example sign type and brand from the Regional Wayfinding Guidebook Source: Kansas City Regional Wayfinding Guidebook

PUBLIC TRANSIT

Public transit provides affordable mobility options for individuals of all ages, incomes, and abilities. Public transit reduces traffic congestion, improves air quality, and promotes economic opportunity by connecting workers to jobs and customers to businesses. Regional partnership with transportation providers, Ride KC, allow residents to access key destinations such as employment centers, healthcare facilities, and educational institutions without needing a personal vehicle.

In a growing community like Olathe, supporting and expanding access to regional transit can help address future mobility needs, especially in areas with lower vehicle ownership or higher density. Supporting mobility through a transit network also helps to reduce fatal and injury crashes which serves Olathe's 2040 strategic goals. Continuing to coordinate with regional transit providers will ensure that Olathe residents remain connected and that the City contributes to a more sustainable and equitable transportation network across the metro area.

STRATEGIES

T.M 9.5 Update regional commercial development criteria to encourage multi-modal transportation centers and hubs.

T.M 9.7 Coordinate with Johnson County Transit to identify and implement expanding transit options and opportunities.

RIDEKC

Public transportation in Olathe is provided by Johnson County Transit through RideKC. RideKC offers fixed bus routes during peak times. Olathe relies on Johnson County Transit to manage this service and provide improvements to meet demand based on the City's population and geographic size.

During community outreach, residents expressed strong support for enhancing public transit to improve accessibility across the city. They specifically requested more bus stops, shelters, and user-friendly features, as well as wheelchair-accessible options to ensure equitable mobility for all. Based on community demand for expanded service and comparisons to other communities, the current level of service is unlikely to meet Olathe's needs. This should be a consideration in the next update to the City's Transportation Master Plan.

Additional Recommendations

• Identify transit service needs that cover gaps not provided by Johnson County Transit.
• Establish policies and guidelines to require better integration of transit stops, pedestrian infrastructure, and bicycle access in new developments.
• Collaborate with regional partners to establish high-frequency transit corridors, integrated fare systems, and mobility hubs that support first- and last-mile connections.
• Coordinate with region to identify passenger rail opportunities and explore feasibility of bringing passenger rail service to Olathe.
• Consider ride-share partnerships such as Way To Go KC carpooling or vanpooling to supplement RideKC.

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PUBLIC TRANSIT — Route 403: Antioch - KU Med — Route 520: Strang Line Express — Route 510: K-10 Connector — Route 402: Johnson - Quivira

FREIGHT AND AVIATION

Freight systems move local goods to markets and bring in products and supplies from other areas for consumers and businesses. Olathe is regionally well-connected with two major railroad lines and I-35 which connects the City to Downtown Kansas City, neighboring communities, and points beyond. The Olathe 2040: Future Ready Strategic Plan describes a goal which aims to enhance the movement of people and goods with a multi-modal transportation network and infrastructure. The success of this system can be measured through predictable, reliable travel times and the number of available transportation modes.

STRATEGIES

RAIL

As part of the I-35 Corridor, two major freight rail lines, owned and operated by BNSF, run through Olathe. Freight trains pass through Olathe multiple times a day, carrying a mix of consumer goods, raw materials, and industrial products. Rail traffic contributes significantly to congestion in many areas of the City and creates a physical barrier for east-west travel.

The BNSF Railway operates a route that spans 33,000 miles through the Southern Transcon Corridor, an essential connection between Los Angeles and Chicago. BNSF’s operations directly impact Olathe as this corridor experiences heavy freight traffic, with approximately 88 trains passing through the City each day. Although Union Pacific (UP) Canadian Pacific Kansas City (CPKC) do not own rail lines within city limits, they are also key freight carriers, supporting the Metropolitan area’s industrial sectors.

Rail Impacts

Consistently during all forms of public outreach, in-person and online, rail traffic and congestion ranked near the top of what residents were concerned about in Olathe. Residents cited especially the disruption that trains traveling on north-south rail lines across east-west roadways created for vehicular traffic.

Additional Recommendations

• Support the safe and efficient multi-modal movement of goods across the region’s highways, roadways, and railroads.
• Ensure that existing infrastructure, including tracks, crossings, and signaling systems, is well-maintained to minimize disruptions and collisions.
• Coordinate with KDOT and BNSF to ensure that all at-grade rail crossings are properly signed and gated.
• Identify opportunities to remove select at-grade rail crossings to reduce conflicts between trains and vehicles.
• Continue coordinating with regional partners to ensure the efficient and safe movement of goods through rail.
• Monitor the need for and viability of new grade-separated rail crossings to provide timely emergency responsiveness and access to the I-35 corridor as development occurs in the periphery of the City.
• Monitor noise levels and establish quiet zones for more compatible development.
• Consider messaging board or car notifications for real-time train crossing alerts to provide an estimated time for drivers to expect a train at the crossing with expected waiting times.

TRUCKS

There are currently no specifically designated truck routes in Olathe, however, City Code 10.24.020 specifically prohibits truck traffic on specific streets in the northern part of the City west of I-35, south of Highway 10, and north of Original Town. It’s feasible that truck volumes will continue to grow as warehouse development expands in southwest Olathe. The BNSF Kansas City Intermodal Facility (KCIMF) and Logistics Park Kansas City (LPKC) located in Edgerton, just outside of Olathe, also create additional pressures for the transportation system. Olathe should continue to evaluate the existing system and provide designated truck routes to restrict freight truck traffic on local arterials and collectors where possible. The City should also continue to work with organizations and agencies to plan for future warehousing and logistics growth in the area to effectively manage freight traffic to ensure safety and efficiency.

Additional Recommendations

• Investigate establishing designated truck routes throughout the City to ensure safe and efficient multi-modal transportation.
• Ensure that freight and logistics facilities are developed in alignment with land-use, workforce and environmental goals.
• Encourage truck drivers to use corridors adjacent to appropriate industrial and commercial land uses and avoid collector and local streets near residential neighborhoods.
• Work with MARC, KDOT, BNSF, and LPKC to project future warehousing and logistics growth in the greater Kansas City metro area.
• Revisit the list of established truck prohibited routes when considering interchange improvements.
• Evaluate areas in the City to establish appropriately located truck stops, parking areas, or weigh stations as needed to support truck travel time reliability.

Best Practice

TRUCK TRAVEL TIME RELIABILITY

The Connected KC 2050 Transportation Plan outlines the MARC performance measures and reflects the recently updated Connected Freight 2050 Plan. The Truck Travel Time Reliability (TTTR) index measures the expected travel time under normal conditions or the reliability of trucks arriving on time. The TTTR within the Kansas City Metropolitan Region increased from 1.31 in 2022 to 1.36 in 2023. The value of 1.36 means that truck travel time was no more than 36 percent longer than what would be expected during normal travel time conditions. The region met its target as this value is lower than the 2023 target of 1.4.

AVIATION

Aviation plays a vital role in Olathe’s infrastructure, economy, and community identity. The City is served by two key airports: Johnson County Executive Airport (OJC) and New Century AirCenter (IXD). OJC, located within Olathe, handles over 40,000 annual flight operations and serves as a hub for general aviation, flight training, and corporate travel. IXD, situated just southwest of Olathe, is a joint civil-military facility supporting corporate aviation, general aviation, and military operations, hosting a U.S. Army Reserve unit. These airports enhance regional connectivity and support local businesses and services.

Beyond transportation, aviation contributes to Olathe’s economic development and workforce training. Flight schools at these airports provide pilot training programs and support career pathways in aviation. Additionally, the Kansas City Air Route Traffic Control Center, located in Olathe, manages air traffic over a vast region and underscores the City’s strategic importance in national aviation infrastructure. Investments in airport infrastructure, such as recent Federal Aviation Administration (FAA) grants for runway improvements, further demonstrate commitment to maintaining and enhancing aviation facilities in the area. Collectively, these assets position Olathe as a significant player in aviation and contribute to the City’s growth and connectivity. Development proposals for land within a one mile radius of OJC and IXD require review by and approval of the Johnson County Airport Commission and the Johnson County Board of Commissioners.

Additional Recommendations

• Continue to work with Johnson County Executive Airport (OJC) and New Century AirCenter (IXD) to support airport improvements and expand services as the community grows.
• Continue to work with OJC and IXD to establish a joint vision to support the success of employers and users of the airport.
• Work with Johnson County Airport Commission to coordinate planned airport runway or facility improvements and assess the potential for ancillary development and its impact on municipal infrastructure and services.
• Coordinate with Kansas City Air Route Traffic Control Center to discuss strategic support to ensure efficient travel and operations within the City.
• Continue fire department contractual runway checks and hanger inspections at OJC to support safe airport operations.

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AVIATION AND FREIGHT

*||||| BNSF Railroad |---|---| | | Airports

EMERGING TRANSPORTATION TRENDS

The transportation field has experienced a number of changes which will reimagine and effect the way people and goods move in a community. While some of these emerging trends may just be passing interests, some may have more lasting effect on the overall transportation system. Olathe should continue to evaluate and respond to emerging transportation trends, staying ahead of new technology.

ELECTRIC VEHICLES (EVS)

Electric vehicle adoption is climbing fast as prices drop and charging networks expand. In 2024, 9.2% of all new car registrations were electric, up 1.2 percentage points from 2023. Of the 292.3 million cars on U.S. roads that year, 1.4% were EVs. In Kansas, electric vehicles made up 5.4% of new registrations in the third quarter of 2024.

Still, more than one-third of U.S. adults are people without a private place to install an EV charger. That limits who can realistically own an EV. Charging access near home is often the make-or-break factor for buyers. Many residents of older neighborhoods depend on cars but live in homes without garages, driveways, or off-street parking. Charging at public stations can take ten times longer than fueling a gas car, and installing a 240-volt home charger can cost $1,600 or more (Montoya, Ronald. “What Is the Percentage of Electric Cars in the U.S.?” Edmunds, March 31, 2025).

Most EV owners have a private charging setup, but the 10% who don’t must rely on public infrastructure. Expanding equitable access means building chargers where they’re needed, not just where EVs already exist. Instead of concentrating limited chargers in high-income or high-EV areas, planners can jump-start new markets by adding chargers in a diverse range of places.

For Olathe, this means strengthening the power grid, updating zoning and land use rules, and planning for more charging demand. Placing chargers at everyday destinations, parks, shopping centers, and workplaces, can make charging routine and help normalize electric mobility.

Additional Recommendations

• Expand public charging stations in city-owned lots, Downtown, and near major corridors.
• Offer development incentives or fast-track permitting for private projects that include EV charging.
• Place chargers strategically to reinforce a sense of place, promote accessibility, and support street life, taking into consideration the width of sidewalks, location of curb ramps, and the direction of travel.
• Prioritize new public chargers in neighborhoods without garages, especially those adjacent to areas with a high rate of car commuters.
• Partner with Evergy and local employers to install chargers at workplaces and commuter parking areas.

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AUTONOMOUS VEHICLES (AVS)

Autonomous vehicle technology is still evolving, but pilot programs across the country are testing small-scale operations for shuttles and deliveries. Preparing for AVs now means shaping policies that support innovation while protecting safety and public space. Olathe can use early AV pilots to link major job centers, schools, and transit corridors.

Additional Recommendations

• Identify a test corridor or innovation district (such as near Olathe’s medical or tech campuses) for future AV shuttles.
• Update local road design and curb management standards to safely accommodate autonomous vehicles.
• Collaborate with local universities and mobility startups to study AV readiness and public perception.

DRONE DELIVERY AND AERIAL LOGISTICS

Drone delivery is moving beyond novelty toward practical use, particularly for medical supplies and small parcels. As rules develop, Olathe can plan for designated airspace and landing zones that support innovation while protecting neighborhoods. Bringing drones into local logistics could cut down on truck traffic and ease congestion in busy commercial areas.

Across the U.S., drone delivery pilots are already underway, and with supportive regulations, drones could rival traditional delivery methods. Conventional zoning can control where drone facilities are located, reducing noise and low-altitude overflights. Some cities, such as College Park, Georgia, treat drone dispatch centers as a distinct land use.

Communities can restrict flights near sensitive sites like schools, parks, or residences, echoing historical zoning practices that kept incompatible uses away from homes. A forward-looking approach would apply zoning concepts to low-altitude airspace, creating different operational zones. Drone operators could integrate these rules into their systems, streamlining compliance and enforcement.

Additional Recommendations

• Establish drone delivery guidelines in zoning and building codes, including designated landing/launch areas.
• Coordinate with regional emergency services and hospitals to explore drones for critical supply delivery.
• Partner with logistics firms to pilot drone delivery zones near industrial parks or healthcare campuses.

MICROMOBILITY

Micromobility is changing how people make short trips in cities, offering alternatives to driving. These options bridge the gap between walking and car travel and can connect riders to transit for first- and last-mile trips. One form of micromobility seeing a rise in usage is e-bikes and e-scooters. Both are becoming increasingly popular, particularly among younger users as it allows them to travel far distances without expending significant effort. While promoting micromobility for all ages can reduce dependence on cars, clear regulations are needed to guide where and how these devices can be used safely.

Additional Recommendations

• Require that bikes, e-bikes, and e-scooters are not ridden on sidewalks in Downtown.
• Require helmets for riders under 18, and devices must stay on bike lanes, trails, or streets rather than sidewalks, except where local signage allows.

Case Study DELIVERY ROBOTS Coco Robotics’ pilot program in Chicago introduces a new model for urban food delivery: autonomous, sidewalk-based robots that navigate city streets to deliver food orders. These robots, which are currently being used, offer a glimpse of the operational future of urban logistics.

Key Features:

• Autonomous Navigation: Coco robots are equipped with onboard cameras, sensors, and remote human “safety pilots” to navigate complex urban environments, including busy intersections and adverse weather conditions like snow.
• Operational Efficiency: Each robot weighs about 100 pounds and moves at a top speed of 5 mph. They are designed to operate efficiently in dense urban areas, potentially reducing the need for traditional delivery vehicles.

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08

ELEVATE

Community Facilities, Parks and Infrastructure

By 2040, Olathe’s community facilities, infrastructure, and parks will remain accessible to all residents, regardless of age, background, or physical ability. The City will prioritize investments in quality education, healthcare, and community facilities while also enhancing amenities for seniors and individuals with disabilities. Olathe’s parks and natural resources will form a dynamic network of green spaces, seamlessly integrated into neighborhoods, ensuring every resident has convenient access to parks, trails, and well-designed recreational areas. The City will continually improve and enhance essential utility services to promote growth while also maintaining quality of life.

• Goal 10: Promote the upkeep of essential community facilities and the provision of high-quality community services, parks, and open spaces, while identifying opportunities for new amenities as the city grows.
• Goal 11: Invest in the City’s essential utility services, including water, sewer, stormwater, fiber, power, and waste infrastructure to strengthen coordination and partnerships between utility providers and enhance Olathe’s resilience.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

Olathe provides excellent, high quality, and reliable city services with schools, recreational areas, and parks enhancing them. The City’s infrastructure and facilities should continue to grow as the population grows into an exceptional place to live and work.

MOBILITY

Most roadways are maintained by the City and provide necessary access for essential services like police, fire, and other supporting facilities. Through facilities upgrades, and servicing expansions, Olathe can continue to provide exceptional infrastructure and roadways for its residents.

RESILIENCY

Through providing diverse services to support the community, such as high-quality libraries, enhanced public safety, MED-ACT, and reliable infrastructure, Olathe can continue to position itself as a resilient City.

IDENTITY

Olathe is established as a premier destination for people of all ages and stages of life. Through continuing to provide high quality services and dependable infrastructure, Olathe reinforces its reputation and distinct identity in the region.

WHAT WE HEARD

During outreach, participants expressed a strong interest in improving and expanding community facilities to better meet local needs. Many mentioned the appeal of new amenities like pickleball courts and emphasized the importance of safety and creating welcoming spaces for new residents. There was also a shared desire to strengthen the city's sense of identity and ensure that facilities and services, such as a senior center, are available on the south and west sides of the city, where gaps currently exist.

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SETTING THE STANDARD

The City of Olathe has built a reputation for innovation and high performance across all departments, guided by its vision of “Setting the Standard for Excellence in Public Service.” For five consecutive years, it has earned ETC Institute’s “Leading the Way” Award, an honor no other city in the world has matched. National recognition has followed, with Fortune ranking Olathe sixth among the “50 Best Places to Live for Families” and SmartAsset naming it the second most affordable safe city in the country. Olathe has also earned the “Triple Crown” from the Government Finance Officers Association, receiving top awards for financial reporting, popular annual reporting, and budget presentation, an achievement shared by just 350 cities and counties nationwide.

Olathe is known for its exceptional services, highlighted by the satisfaction of the community and its employees. The ETC Institute 2025 Direction Finder Community Survey found that 92 percent of citizens are satisfied with the services provided by the City and 84 percent of employees noted they were proud to work for the City.

Feedback received during the planning process reinforced community satisfaction with Olathe’s school system and public safety services. Other city facilities and services such as the public library and trash removal and recycling were also identified as strengths in the community. However, participants highlighted several key challenges and opportunities for Olathe’s future development, with a primary focus on the need for a dedicated senior center. In addition, improving community engagement and providing more resources for both Olathe’s Hispanic and Latino and deaf populations were emphasized to foster a more inclusive and connected city.

STRATEGIES

CITY GOVERNANCE

Olathe has a modified Mayor-Council-Manager government with an elected Mayor, two at-large council members, and four council members elected by wards. Olathe is also the County seat of Johnson County. The City has many citizen boards, advisory committees, and commissions that meet on a regular basis. These boards and commissions include but are not limited to:

• Board of Code Review
• Board of Housing Commissioners
• Board of Zoning Appeals
• Citizens Police Advisory Council
• Historic Preservation Board
• Olathe Human Relations Commission
• Parks and Recreation Advisory Board
• Persons with Disabilities Advisory Board
• Planning Commission
• Public Art Committee

The City relies on its various boards, committees, and commissions to operate effectively, leading to a high quality of life for its citizens. The ETC Institute 2025 Direction Finder Community Survey found that over 70 percent of citizens were satisfied with the value received for their tax dollars.

CITY FACILITIES

Olathe provides well-maintained facilities and thoughtfully designed gathering spaces that encourage social interaction, cultural activities, and civic engagement. Other elements of city facilities, like parks, community gateways including public art, and public spaces, also contribute to how residents and visitors experience the community.

During outreach, the community emphasized the high-quality city facilities while also voicing the desire for a new community center, a dedicated senior center, and other services in the south and west of the City. As Olathe continues to grow, the demand for high-quality city services and facilities to support the City’s quality of life and thriving and attractive business environment will continue to increase. With residents’ needs and desires changing over time, the City’s priorities will also shift to meet these changing demands by upgrading community centers and libraries.

Additional Recommendations

• Regularly assess community facilities to evaluate their existing conditions, immediate needs, and opportunities for future upgrades to keep up with the City’s evolving demands.
• Maintain regular maintenance and repair schedules for all facilities to prevent deterioration and ensure long-term functionality.
• Ensure community facilities are accessible to and inclusive of users of all ages, abilities, and backgrounds.
• Evaluate how and where to provide public gathering spaces within city facilities to enhance community identity.
• Prioritize building a new dedicated senior center to meet the needs of the City’s growing older adult population and provide a welcoming hub for health, recreation and community connection.
• Develop a second community center to expand access to recreation, wellness, and community programming for residents across the City.

DEPARTMENT STRUCTURE

The Olathe 2040: Future Ready Strategic Plan centers on five focus areas. These areas include Future Ready, Quality of Life, Infrastructure, Economy, and Exceptional Services. Each focus area translates to a department in the City of Olathe internal government structure.

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Additional Recommendations

• Continue to provide high quality community services and facilities by investing in facility upgrades, maintenance, and new offerings.
• Coordinate between boards and agencies to best prioritize funding opportunities throughout the community.
• Provide a structured review process to assess community center and library functions and identify challenges to improve future planning.

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LIBRARY SERVICES

The Olathe Public Library is a community resource that offers a wide range of services, books, materials, and programs for residents. Olathe has two primary library locations providing access to books, digital media, and various online resources. Other specialized services include children’s programs, meeting rooms, community events, and a makerspace.

Through the ETC Institute 2025 DirectionFinder Community Survey, 93 percent of residents cited library services as a strength in Olathe, which demonstrates how libraries can create vibrant community hubs for learning and leisure. The Library Master Plan 2023-2035 aims to build on the goals established in the Olathe Strategic Plan which is used as a general guide for the future needs of Olathe. One of the goals identified in the Library Master Plan is to continue to assess the need for additional library facilities, collections and services as the City grows.

Additional Recommendations

• Regularly update library technologies to ensure customers have access to innovative and contemporary technologies.
• Continue to ensure the library provides outstanding programming that meets community interests and provides high customer satisfaction.
• Monitor library card signups, circulation of materials, and awareness of library services and activities to ensure the facilities meet the community’s needs.

DOWNTOWN PUBLIC FACILITIES

There are several public facilities such as the library, courthouse, schools, and government offices located strategically in Downtown Olathe. Though Downtown may be a suitable and convenient location for some of these facilities, they also have significant impacts on the public realm, streetscape, and redevelopment opportunities.

Public facilities including the Johnson County facilities, City of Olathe facilities, and other civic and institutional uses currently make up over 40 percent of the total Downtown Core land area. The impact of so much land dedicated to public uses is a loss of potential tax revenue and a loss of activity after work hours. To better utilize highly sought after Downtown space, Olathe should consider opportunities to redevelop publicly-owned underutilized properties or vacant surface parking. Refer to Chapter 10: Subareas for detailed improvements of the Downtown Core.

Additional Recommendations

• Evaluate partnerships with private developers or nearby institutions to redevelop public properties to make Downtown more inviting.
• Identify possible adaptive reuse projects to revitalize underutilized public facilities Downtown.

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LAND OWNERS

• City of Olathe
• Johnson County
• School District
• Religious Institutions
• Cultural Facilitites
• United States Postal Service

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PUBLIC SAFETY

Public safety services ensure that the community receives quick response times and vital support during emergencies. The City is supported by the Olathe Police Department (OPD) and the Olathe Fire Department (OFD). Within the City, there is one police station, nine fire stations, a fire administration facility, and a fire academy.

Fire Services

The Olathe Fire Department operates nine fire stations and a dedicated fire training academy to provide hands-on training for its personnel. The OFD has been recognized among the nation's top fire departments by the Commission on Fire Accreditation International (CFAI), and has achieved a prestigious Class 1 rating from the Insurance Services Office for its residents. According to the ETC institute 2025 DirectionFinder Community Survey, 96 percent of citizens are satisfied or very satisfied with fire services.

Residents commended fire protection and emergency response services as being a strength of the community. The Department currently uses Opticom System and HAAS Alert on fire apparatus to increase response safety. As Olathe continues to grow, the Fire Department is proactively planning for the addition of future stations to meet increasing service demands. By continuing close collaboration with public safety departments and through mutual aid agreements, the City can ensure that its fire services remain responsive, effective, and able to meet the needs of an expanding population.

Law Enforcement

The Olathe Police Department provides public safety services through its daily patrol operations. Patrol officers are often first responders to emergency calls, ensuring the public's safety and security at any time of the day. The OPD is comprised of several specialized units, including the Field Training Unit, Gang Unit, Honor Guard Unit, Hostage-Crisis Negotiation Team Unit, K-9 Unit, Mental Health Co-Responder Unit, and the Tactical Support Unit. The new firing range and training facility in southwestern Olathe plays a fundamental role in growing the local police force.

According to the community survey, 76 percent of residents said police protection and public safety services are one of the City's strengths. It is important to continue to invest in and expand services as the City continues to grow. Currently, the primary police station is located centrally in the City along Old Highway 56, with additional police substations operating at Fire Station 6 and Fire Station 7. Given the anticipated growth, it is essential that the police department continue to receive the resources and support necessary to maintain a high level of service. This includes a possible new substation, investments in modern equipment, enhancing training programs, and ensuring that public safety services are distributed equitably across all areas of the community.

Additional Recommendations

• Conduct regular assessments of levels of service to ensure they meet the City's growing needs to provide exceptional public safety and fire protection services.
• Update the Fire Station Location and Optimization Report (2014) to evaluate the need for additional police or fire stations to ensure equitable emergency response times across the City.
• Continue investing in modern equipment and technology to maintain and improve emergency response times, where possible.
• Provide regular training and professional development for law enforcement and fire personnel to ensure best practices.

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FIRE SERVICE AREAS

COMMUNITY FACILITIES

• Public Works
• Civic
• Fire
• Police
• Library
• Community Service

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1 Cedarcreek Wastewater 2 Fire Station #6 3 Fire Station #9 4 Olathe Housing Authority and IT building 5 Renner Road Tower 6 Fire Station #2 7 Yard Waste Composting Facility 8 Hedge Lane Storage Tank 9 Fire Station #5 10 Harold Street Wastewater Treatment Plant 11 Street Operations 12 Olathe Cemetery Office 13 City Hall 14 Downtown Library 15 Mill Creek Pool 16 Heritage Center 17 Olathe Community Center 18 Traffic Maintenance Center 19 Traffic Operations Center 20 Fire Station #4 21 Frontier Pool 22 Indian Creek Library 23 Fire Station #3 24 Water Plant #1 25 Fire Station #1 26 Municipal Court 27 Fire Administration 28 Police Headquarters 29 Oregon Trail Pool 30 Eagles Landing at Lake Olathe 31 Fire Station #8 32 Public Works Department 33 Animal Shelter 34 Transfer Station 35 Fire Station #7 36 Ensor Museum

HISTORIC RESOURCES

Olathe was founded in 1857 and named using the Shawnee word for “beautiful.” It quickly became a key stop on the Santa Fe, Oregon, and California Trails and was designated the county seat of Johnson County by 1859. The arrival of the railroad in the late 1860s and the Strang trolley line in the early 1900s helped spur modest growth, but the City’s rapid expansion began in the 1950s with the construction of Interstate 35. In recent decades, Olathe has evolved from a quiet prairie town into a major economic and population center.

Preserving Olathe’s historic character is central to its identity. The Olathe Historic Preservation Board (OHPB) advises the City on historic properties and districts, bringing together members with backgrounds in fields like architecture, planning, history, and real estate. As a Certified Local Government board, it includes preservation professionals and community advocates, with members serving three-year terms. The board meets regularly with the appointed preservation planner. The 2013 Historic Preservation Master Plan guides this work, linking Olathe’s historic resources to broader planning, development, and cultural goals.

Olathe enacted a historic preservation ordinance in 2009 that established the Olathe Historic Preservation Board (OHPB), criteria for historic landmark designation, and a process for review before demolition or moving permits are approved. When Olathe became a Certified Local Government in 2010, an amendment to the Historic Preservation Ordinance adopted review standards that mirror the Secretary of the Interior’s Standards for Rehabilitation.

Additional Recommendations

• Continue to implement the 2013 Historic Preservation Master Plan.
• Expand and digitize the historic resource survey to include post-WWII properties and make the data publicly accessible.
• Consider developing tailored design guidelines for historic properties to guide infill and rehabilitation while preserving character.
• Continue to strengthen the local historic register by nominating new properties and expanding incentives and recognition.
• Integrate preservation goals into the Comprehensive Plan, zoning codes, and development review processes.
• Create a coordinated preservation incentive package combining tax credits, grants, and technical support.
• Launch public education programs, online resources, and partnerships with schools and community groups to promote current historic buildings.
• Coordinate City events to promote Olathe’s historic properties, such as continuing the Historic Home’s Tour, Olathe Memorial Cemetery Tours, and Ensorfest.

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HISTORIC RESOURCES

Historic Districts

• Cherry Street Commercial District
• West Original Town Historic District
• East Cedar Street Historic District
• East Loula Street Historic District
• Navy Hill Historic District
• North Cherry-West Poplar Street Historic District
• Southeast Original Town Historic District

● Historic Properties

1. Walnut Grove Schoolhouse
2. J.B. Mahaffie House
3. Olathe Memorial Cemetery
4. 901 E Park St
5. The Hyer House
6. Albert Ott House
7. George Hodges House
8. 325 N Kansas Ave
9. Frank Lanter House
10. I.O. Pickering House
11. Pellett Place
12. Martin VanBburen Parker House
13. Lone Elm Campground Swale
14. Ensor Farms

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HEALTHCARE

Olathe has a growing healthcare system because of its partnership with Olathe Health and the University of Kansas Health System. This partnership has brought five new clinics and the Cancer Center under the University of Kansas Health System umbrella to the City. Olathe Health conducts a Community Health Needs Assessment (through the Community Health Improvement Program – CHIP) every three years to inform the development of a Community Health Improvement Plan to address high priority health issues identified by the community. It implements the Plan in collaboration with the Olathe Health Partnership Clinic, Johnson County, and the City of Olathe including outreach efforts, providing services for the unhoused, and insurance enrollment and education. These efforts have created a robust and unified healthcare system that offers residents access to high-quality medical services.

HOSPITALS

Several hospitals are located in Olathe including the University of Kansas Health System - Olathe Campus, which serves as the predominant general medicine and surgical facility in the City. The comprehensive facility, located off 151st Street and I-35, is one of the largest hospitals in the region. The University of Kansas Health System - Olathe Campus offers emergency care and multiple specialty care areas such as surgery, cardiology, oncology, pediatrics, and maternal care. It is recognized for quality care in areas such as spine surgery and pulmonary care. The hospital plays an integral part in Olathe Health, now integrated into the University of Kansas Health System, providing patients with access to more specialized services and extended network resources.

Lastly, the Olathe Health Partnership Clinic, Johnson County’s only federally-qualified health facility, provides a range of medical, dental, and behavior health services through its clinic, located on Clairborne Road just south of the Santa Fe and I-35 interchange.

During outreach, Olathe residents cited the hospitals as a community strength. It is important to continue to expand the service offerings as the community grows, which could include additional clinics, new specialized services near the hospital, or enhanced emergency care.

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HEALTH FACILITIES

• Hospital
• Med-Act
• Assisted Care
• Mental Health Facility
• Health Services Facilty

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MENTAL HEALTH

Olathe has many mental health facilities and resources that serve patients across the county and metro due to the central location of the city in Johnson County. A new Johnson County Health Services building is planned near 119th Street and Ridgeview Road. The $113 million LEED-rated facility replaces the existing mental health center and has an estimated completion of 2027. Additionally, through a collaboration of Children’s Mercy and Camber Mental Health a new wellness campus opened in December 2024 in Olathe Medical Park near 151st Street and Lone Elm Road. The 72-bed hospital includes 48 pediatric beds in response to a growing need across the metro for additional mental health resources. The Cottonwood Springs Mental Health Facility recently expanded and provides mental health and addiction both inpatient and outpatient programming. KidsTLC was established over fifty years ago in Olathe providing mental and behavioral health, youth therapeutic, support services and lodging. The city also has many resources including the Olathe Police Department Mental Health Co-Responder program with a licensed mental health professional responding alongside officers for mental health intervention.

Additional Recommendations

• Continue to coordinate the City’s emergency response efforts with the State and county agencies to ensure adequate provision of public safety services.
• Work with health organizations to implement community-wide health education programs to promote preventive healthcare measures and healthy lifestyle choices.
• Partner with healthcare workforce development programs by supporting medical education programs within higher education institutions and training opportunities in the City.

SENIOR LIVING AND ASSISTED CARE

Senior living and assisted care are essential to aging communities. Nursing homes provide varying levels of care and assistance to Olathe residents, ranging from fully assisted 24/7 living facilities to short-term rehabilitation. Specialized and skilled nurses and doctors support several nursing facilities that support Olathe’s aging population. Additionally, promoting mixed-use developments with access to essential services and transportation can enhance the livability and independence of older residents. Prioritizing these strategies ensures that Olathe remains an equitable and inclusive community for people of all ages.

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Additional Recommendations

• Collaborate with private partners and healthcare providers to offer preventive care, wellness programs, and chronic disease management services tailored to older adults’ needs.
• Facilitate intergenerational programs and volunteer opportunities to foster connections between older adults and younger residents.
• Support the development of age-targeted residential and other residential housing products that are accessible and attractive to seniors, offered at attainable price points.
• Explore potential partnerships between senior care facilities and the Olathe Fire Department or MED-ACT (Johnson County) to reduce the number of lift-assist-related 911 calls.
• Prioritize building a new dedicated senior center to provide for the needs of the City’s growing older adult population.

EDUCATION

Olathe is served by five school districts that comprise 36 public elementary schools, 10 public middle schools, five public high schools, and two higher education institutions. There are also a variety of private school options from preschool through 12th grade, including institutions such as St. Paul Catholic School, Heritage Christian Academy, Prince of Peace Catholic School, and Olathe Christian School. Olathe is also home to the Kansas School for the Deaf.

The Olathe School District covers the majority of the City and is the primary district in Olathe. Each district that serves Olathe is growing steadily. Spring Hill District, which covers the southern portion of the City, is growing due to significant residential growth.

STRATEGY

C.F 10.5 Maintain close coordination with school districts to support high-quality public education throughout the community.

OLATHE PUBLIC SCHOOLS

The Olathe School District is the second-largest school district in Kansas, serving a diverse student population through a comprehensive educational system. The district has a graduation rate of 94.9 percent and employs approximately 4,743 staff members with an overall enrollment in 2023 of 28,619 students. Class sizes are 17.79 students in elementary school, 20.41 students in middle school, and 21.72 students in high school, all lower than the national average class sizes of 19.1, 24.9, and 24.3, respectively.

The district also operates a range of supporting buildings and specialized facilities, including the Claire Learning Center; Harmony and Heartland Early Childhood Centers for children with special needs; the Head Start Program for preschool-age children; Mill Creek Campus; Olathe Advanced Technical Center; Olathe Innovation Center; Prairie Learning Center for children with special needs; South Lake Building for ACCESS and FOCUS post-secondary programs; and the West Dennis Learning Center.

The Olathe Public Schools (OPS) Strategic Plan 2021-2026 establishes a strategic framework and goals for the district. The Olathe School District should continue to monitor and evaluate school enrollment and class sizes to determine the need for future expansions or more staffing. It will be important for the City to collaborate with surrounding schools and districts to ensure residents are adequately served, recognizing that elementary, middle, and high schools have different needs and priorities.

SPRING HILL PUBLIC SCHOOLS

The Spring Hill School District is the fastest-growing district in Kansas, serving more than 5,600 students as of 2024 and experiencing a 19 percent increase in enrollment over the past three years. The district is recognized at both the state and national levels for excellence in academics, community service, and technology programs. With a student-teacher ratio of 16 to 1, Spring Hill fosters a collaborative and supportive learning environment. The district’s commitment to quality education is reflected in its 93.3 percent graduation rate and ranking within the top 20 percent of all Kansas school districts for state testing performance. In addition to elementary, middle, and high school facilities, Spring Hill School District provides pre-kindergarten education through the Spring Hill Early Learning Academy and Technical Education (CTE) program at the high school as well as online and flexible learning. Spring Hill Schools adopted its 2028 Strategic Plan which guides the district in four areas: student success, engaging the community, facility and resource management, and operational excellence.

Additional Recommendations

• Promote the continued operation and improvement of both public and private school facilities to maintain high quality school sites and facilities.
• Partner with school administrators to assess the impact of new growth, including annexations, and ensure school capacities are adequate to serve new residents.
• Continue to provide equitable opportunities, increase cultural awareness for both staff and students, and inform stakeholders regarding progress toward achieving strategic initiatives.
• Coordinate with school districts to plan for and support the repurposing of school facilities in areas of declining enrollment, consistent with state requirements and alignment with community needs.
• Integrate education facilities into the community by strategically locating schools near housing, rapid transit routes, and civic amenities.

HIGHER EDUCATION

Higher education is well represented in Olathe with Kansas State University’s Innovation Campus and MidAmerica Nazarene University providing numerous learning opportunities beyond high school. Also, the Johnson County Community College Olathe Health Education Center provides health occupation, adult education and general education classes and collaborates with Olathe Public Schools to provide culinary experience to high school students to earn college credit or a certificate. Olathe should continue to partner and work with these institutions to adapt to the university’s changing needs and increase school attendance.

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Case Study

REAL WORLD LEARNING

Real World Learning (RWL) was founded by the Ewing Marion Kauffman Foundation who focuses on entrepreneurship, education, and economic mobility. RWL provides a diverse community of educators and employers to advocate and ensure that every student can discover their potential. This initiative works to prepare students and employers for the future through immersive experiences like projects or internships with leading business partners, allowing students to get a head start on achieving their career aspirations. RWL actively supports 34 districts with over 90,000 students throughout the Kansas City metropolitan area including all five Olathe school districts.

Kansas State University’s Innovation Campus

The Kansas State University’s Innovation Campus is a 38-acre campus that integrates education, research, and entrepreneurship, with a focus on animal health, food safety, hospitality management, and security. Program partners include the City of Olathe, Johnson County, Johnson County Community College, MidAmerica Nazarene University, and Johnson County School Districts.

The campus works to attract people who are interested in protecting the world’s food supply, making Johnson County a key player in the KC Animal Health Corridor. The Kansas City Animal Health Corridor is a regional hub from Manhattan, Kansas, to Columbia, Missouri, with the world’s highest concentration of animal health and nutrition companies. It generates about half of global animal health product sales and benefits from strong ties between industry, universities, and economic development groups. As more companies show interest and invest in the KC Animal Health Corridor, the campus and the City of Olathe will serve as a local talent pool for workers educated in the biosciences.

K-State collaborates with Johnson County Community College to offer a 2+2 Hospitality Management degree program which allows students to start at Johnson County Community College and transfer to K-State to complete their degree.

MidAmerica Nazarene University

MidAmerica Nazarene University (MNU) is a Christian, evangelical university and is one of 11 Nazarene institutions of higher education in North America, representing 44 denominations and six different religions. Courses, activities, and services are designed to support a culture that promotes a like-minded community and academic excellence. In 2023, MidAmerica Nazarene University had a total enrollment of 1,539 students. This included 1,185 undergraduates and 354 graduate students. The 2030-2050 Building Futures Strategic Plan was developed to involve, engage, and inspire the school community with the three guiding themes of innovate, illuminate, and rise.

Additional Recommendations

• Work with MNU to implement the 2030-2050 Building Futures Strategic Plan to meet the evolving needs of both the City and the university.
• Continue to work with Kansas State University and MNU to promote the educated and specialized talent pool and workforce.
• Encourage partnerships between schools, local businesses, and community organizations to support educational programs.

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EDUCATION

• University
• Elementary Schools
• Middle Schools
• High Schools
• Private School

School District

• Blue Valley School District
• De Soto School District
• Gardner-Edgerton School District
• Olathe School District
• Spring Hill School District

PARK, TRAILS, AND RECREATION

Olathe has 42 public parks totaling approximately 1,367 acres. The Olathe Parks and Recreation staff, in partnership with Johnson County Parks and Recreation District (JCPRD), maintains the diverse parks, trails, and natural areas, including Cedar Lake Park, Lake Olathe Park, Olathe Prairie Center, Mill Creek Streamway Park, and many others. More information on conservation areas can be found in Chapter 9: Natural Environment.

Based on the National Recreation and Park Association (NRPA) Agency Performance Review, the national benchmark for a city with a population between 100,000 and 250,000 is 8.9 acres per 1,000 residents. Olathe exceeds this standard, with a median of 16.56 total acres per 1,000 residents and 13.56 developed acres per 1,000 residents.

Olathe residents consistently identified community and neighborhood parks as one of the City’s key strengths. Enhancing existing park space, especially near Downtown, and improving connections between parks, such as linking Ensor Park to Heritage Park, will contribute to Olathe’s environmental resilience.

STRATEGIES

C.F 10.2 Partner with local developers to incorporate park trail networks in new developments.

C.F 10.3 Identify opportunities for new parks and recreation amenities in alignment with the Olathe Parks and Recreation Master Plan and the 2040 Trails and Greenway Guiding Plan to serve the needs of residents as the city grows.

C.F 10.4 Preserve and protect valuable habitat and environmentally sensitive areas including tree canopies, waterways, and key natural habitats.

PARK SERVICE AREA

The park service area identifies residential areas within a ten-minute walk or roughly half a mile from a park. A ten-minute walk is generally determined as the maximum amount of time a person is willing to walk. Parks that are more than a ten-minute walk are still utilized but are more likely to be accessed by car.

According to the Trust for Public Land’s ParkServe data, 66% of Olathe residents live within a ten-minute walk of a park. Underserved residential areas are generally in the City’s periphery, specifically in the north and east areas of the City and Downtown. It is important for the City to increase the park service area coverage through new neighborhood parks, where possible, and enhance the existing park network to ensure equitable access for all residents.

EXISTING PARKS

The following is a list of existing regional, community and special use parks (excluding neighborhood parks).

• Lake Olathe Park
• Lone Elm Park
• Black Bob Park
• Cedar Lake Park
• Ernie Miller Park
• Frisco Lakes Park
• Frontier Park
• Girls Softball Complex
• Oregon Trail Park
• Prairie Center Park
• Stagecoach Park
• Two Trails Park
• Veteran Memorial
• Water Works Park
• Mahaffie Stagecoach Stop and Farm

Olathe has a Parks and Recreation Master Plan and the Trails and Greenway Guiding Plan to enhance park space, improve trail connectivity, and create accessible recreational spaces for all residents. The Plan also integrates and shapes the future framework for parks and recreation development to ensure it remains a community strength.

Additional Recommendations

• Work to maximize community engagement in an inclusive and innovative manner through innovative public input to determine needs and vision.
• Evaluate existing park network to identify gaps in park service area coverage especially near Downtown and throughout the City’s periphery.
• In accordance with the Parks and Recreation Master Plan, continue to enhance and improve park offerings prioritizing park amenities, lake access, and trail connectivity.
• Implement neighborhood parks in Downtown area, where possible, and within new developments to provide outdoor gathering spaces for residents and visitors.

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RECREATIONAL FACILITIES

Olathe has several high-quality recreational facilities including the Olathe Community Center and Olathe District Activity Center. Residents can also enjoy seasonal outdoor pools like Black Bob Bay, Mill Creek Pool, and Frontier Pool, each offering splash zones, slides, and swim lessons. Specialized facilities, like Homefield Olathe, provide year-round training spaces for sports like soccer, baseball, and lacrosse.

Participants expressed a strong desire to improve existing community centers by adding new amenities, such as outdoor pools and racquetball courts, to better serve the City’s recreational and social needs. There was also support for developing two additional community centers to ensure more equitable access to services and activities across Olathe. The Olathe Parks and Recreation staff should continue to work with the community to identify gaps in recreational facilities, activities, and programming.

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Sports Facility

The City of Olathe worked with Sports Facilities Companies to evaluate the market and financial feasibility of a new indoor sports complex. This effort builds on strong resident support from the 2023 Parks and Recreation Master Plan. The study will define the best mix of amenities, such as basketball and volleyball courts, indoor turf, fitness space, concessions, pickleball, e-sports, meeting rooms, childcare, restrooms, storage, and a splash park based on site location and City goals. The analysis will shape the scale and scope of a future 100,000 to 150,000 square foot fieldhouse by identifying target users, operational needs, and economic impacts.

Additional Recommendations

• Evaluate new investment opportunities to develop new community facilities that enhance the City’s recreational offerings.
• Continue to work toward implementing the Parks and Recreation Master Plan’s emerging themes, goals, and priorities.
• Develop a dynamic strategic action plan to ensure long-term, sustainable success for parks and recreation services and amenities in Olathe.
• Continue to work with Olathe Parks and Recreation and JCPRD to improve and enhance recreational programming and facilities throughout the City.
• Consider developing destination and themed parks that attract regional visitors through unique, inclusive, and family-friendly features.

TRAILS

Olathe Parks and Recreation maintains a robust trail system consisting of 26.5 miles of bike lanes, 26.4 miles of multi-use trails, and 13.5 miles of trails within parks. JCPRD manages an additional 151 miles of trails, including paved, single-track, equestrian, and water trails. In addition, according to the City’s Trail Accessibility dashboard, over 97 percent of the population is located within 1/2 mile of a trail.

Residents consider Olathe’s network of community, neighborhood, and park trails one of the City’s strengths. However, residents expressed the desire to expand the network and enhance park features. Improvements include additional signage, wayfinding, and ADA upgrades. In the Parks and Recreation Master Plan, residents ranked multi-use paved and unpaved trails among the top five most important household amenities. Olathe is currently developing Cedar Creek Streamway Trail Phase III, which will connect Cedar Creek Trail to Johnson County’s Cedar Niles Park Trail, improve connectivity, and further enhance the City’s trail network. For more information on other bicycle and pedestrian facilities in the City, refer to Chapter 7: Transportation and Mobility.

Additional Recommendations

• Extend trails into community and neighborhood parks and build on the multi-use pathway network that connects trails to schools and neighborhoods.
• Identify gaps in connectivity and accessibility to enhance and improve the trail systems through new paving, markings, and signage.
• Develop a signage and safety plan for trails, including clear wayfinding and informational signs to improve navigation and user experience.
• Review existing trails for ADA compliance and upgrade trails where possible to ensure accessibility for users of all ages and abilities.

City Facilities

OLATHE COMMUNITY CENTER

The Olathe Community Center (OCC) is a 72,000 square foot state-of-the-art facility featuring a gymnasium, indoor pool, fitness floor, indoor walking/jogging track, party rental spaces, and a variety of studios for group exercise class programming with personal trainers. The OCC indoor pool offers endless community fun including a lazy river, lap lanes, a hot tub, rock climbing walls with waterfalls and diving platforms, two waterslides, and an outdoor spray park — all supervised by certified lifeguards and swim instructors.

The OCC offers memberships for individuals, families, seniors, and military personnel, with no contracts, enrollment fees or penalties to cancel. Memberships not only include OCC access, but they also include a Splash Pass to grant unlimited admission to the outdoor pools at The Beach at Lake Olathe and Mahaffie Stagecoach Stop & Farm from Memorial Day to Labor Day.

GARMIN OLATHE SOCCER COMPLEX

The Garmin Olathe Soccer Complex is a premier destination for youth and competitive soccer in the Midwest. This state-of-the-art facility features nine tournament quality synthetic turf fields, equipped with lighting for evening play along with cameras for live streaming and game playback. It serves as a hub for Heartland Soccer, the largest soccer league and tournament host in the United States, offering programming for players from U9 to U19 across recreational and competitive divisions. The complex hosts tournaments year-round, including the Heartland Open Cup, Midwest College Showcase, and the Kansas City Invitational. The complex offers free parking and a multi-purpose building with concessions and training facilities designed for community events and athletic development.

PARKS AND OPEN SPACES

1. Southglen Park
2. Pioneer Park
3. Cedar Niles Park
4. The Olathe Prairie Center
5. Lake Olathe Park
6. Oregon Trail Park
7. Prairie Center
8. Ernie Miller Park and Nature Center
9. Woodland Hills Park
10. Raven Ridge Park
11. North Walnut Park
12. Fairview Park
13. Calamity Line Park
14. Mill Creek Park
15. Civic Center Park
16. Pellet Park
17. Veterans Memorial Park
18. Water Works Park
19. Frisco Lakes Park
20. Stagecoach Park
21. Mahaffie Stagecoach Stop & Farm
22. Two Trails Park
23. Frontier Pool Park
24. Arapaho Park
25. Woodbrook Park
26. Santa Marta Park
27. Heatherstone Park
28. Eastbrooke Park
29. Black Bob Park
30. Frontier Park
31. Manor Park
32. Haven Park
33. Brougham Park
34. Scarborough Park
35. Southdowns Park
36. Arrowhead Park
37. Cedar Lake Park
38. Lone Elm Park
39. South Hampton Park
40. Arbor Landing Park
41. Heritage Park

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Source: Parks and Recreation Master Plan

PARKS LEVEL OF SERVICE AREA

• Refuges and Preserves
• Regional Park
• Neighborhood Park
• Community Park
• Special Use Area
• Mini/Pocket Park
• Pocket Park 1/2 Mile Radius
• Neighborhood Park 1 Mile Radius
• Community Park 2.5 Mile Radius
• Regional Park 3 Mile Radius
• Future Neighborhood Park 1 Mile Radius

Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS standards are updated over time as industry trends and community demographics change. In the future, Olathe should pursue the acquisition of undeveloped parcels in areas where development is likely to occur to protect natural areas and environmentally sensitive sites and serve as the location for future parks and recreation facilities.

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Source: Parks and Recreation Master Plan

ELEVATE OLATHE // COMPREHENSIVE PLAN COMMUNITY FACILITIES AND INFRASTRUCTURE 111

INFRASTRUCTURE AND UTILITIES

Infrastructure forms the foundation of a thriving community by providing reliable services to support its residents, businesses, and visitors. The City manages its stormwater through a comprehensive infrastructure system featuring street curb inlets and storm pipes. The City also operates two wastewater treatment plants that disinfect and redistribute wastewater. Additionally, the City of Olathe provides water service, solid waste management, and sanitary sewer services, which are maintained by Olathe Public Works and Utilities.

STRATEGIES

C.F 11.1 Promote the maintenance and general upkeep of external utility services and existing solid waste, water, sewer, fiber, and stormwater systems.

C.F 11.2 Continue to effectively coordinate and implement expansion and improvement projects consistent with the city’s Capital Improvement Plan (CIP).

C.F 11.3 Implement green infrastructure solutions to address environmental concerns and promote resiliency.

C.F 11.4 Continue to implement the Stormwater Management Plan to mitigate flooding and improve drainage.

C.F 11.5 Ensure that the city’s infrastructure meets the needs of current and future residents and businesses particularly in areas where density and activity may increase over time.

C.F 11.6 Ensure continuity of operations to prepare for natural disasters, abrupt changes in weather, and attacks on infrastructure.

C.F 11.7 Invest in innovative technologies and solutions to build a more resilient infrastructure system.

C.F 11.8 Strengthen coordination with utility providers, including WaterOne, JCW, Evergy, Atmos, and Kansas Gas, to ensure reliable, scalable infrastructure that supports new growth and meets the community’s evolving needs.

WATER

While the City of Olathe operates and maintains its own municipal water utility, there are a number of other providers who operate in the planning area. These various water districts provide drinking water to residents, businesses, and institutions. As the community continues to grow, the capacity, resilience, and long-term sustainability of the water system is a critical concern. Water infrastructure must be able to accommodate both infill and greenfield development, particularly in the western and southern growth areas.

Olathe sources water from both surface and groundwater supplies, and treatment is managed at the state-of-the-art Water Plant 2, which serves as a key facility in the City's utility portfolio. The water distribution network includes multiple pressure zones, pumping stations, and storage tanks that support consistent service levels and redundancy across the system.

Olathe should continue to replace aging water lines in older neighborhoods, plan for long-term water supply security, and evaluate the need to extend infrastructure into growth areas in alignment with the Housing and Neighborhoods Growth Framework in Chapter 5: Housing and Neighborhoods. As water quality standards continue to evolve, the City must also maintain regulatory compliance and support ongoing system resilience.

Additional Recommendations

• Coordinate water system expansions with long-range land use planning, particularly in the City's western and southern growth areas, to ensure service availability and cost-efficiency.
• Use data proactively to identify and replace aging water lines, particularly in older neighborhoods where break rates may be higher.
• Collaborate with the Kansas Water Office, neighboring jurisdictions, and MARC to plan for long-term water supply resiliency and emergency preparedness.
• Support public education on water conservation and evaluate the use of advanced technologies, like smart metering and leak detection, to promote responsible water use.
• Evaluate access to reliable water service citywide and prioritize upgrades in areas with underserved or vulnerable populations.
• Continue to strengthen emergency readiness through additional system redundancy, interconnections, and back-up power sources at key pump stations and the treatment plant.

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WASTEWATER

Olathe operates its own wastewater utility, handling the collection, transport, and treatment of wastewater from homes, businesses, and industry. Johnson County also serves parts of the planning area, mainly on the City’s east side. Wastewater is processed at the Harold Street and Cedar Creek advanced treatment plants, then discharged in compliance with state and federal standards. As Olathe continues to grow, particularly in the south and west, the expansion and modernization of the sanitary sewer network will be critical. This includes both upsizing existing infrastructure to meet higher demand and planning new sewer extensions into the growth areas as identified in the Housing and Neighborhoods Growth Framework in Chapter 5: Housing and Neighborhoods. Additionally, infiltration and inflow (I/I) from stormwater into aging pipes can reduce treatment efficiency and increase costs. Planning considerations also include ongoing maintenance of lift stations and gravity mains, coordination with regional watershed planning, and ensuring capacity to serve planned development in a timely and cost-effective manner.

Additional Recommendations

• Coordinate sanitary sewer extensions with planned development in Olathe’s western and southern expansion areas to ensure timely service and cost-effective infrastructure investments.
• Continue ongoing inspection, maintenance, and rehabilitation of aging sewer infrastructure, including pipe relining and manhole repair, to extend system life and reduce I/I issues.
• Regularly update flow models and system capacity evaluations to ensure adequate treatment and conveyance capacity is available for future demand and development.
• Identify areas with high rates of stormwater I/I into the sewer system and prioritize corrective actions to reduce excess flows to the treatment plants.
• Engage with the Kansas Department of Health and Environment (KDHE), neighboring municipalities, and MARC on regional water quality efforts and long-range wastewater management planning.
• Ensure that investments in sewer infrastructure address needs across all neighborhoods, including underserved and historically underinvested areas of the community.

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EXISTING SEWER SERVICE AREAS

• City of Olathe
• Johnson County Wastewater
• No Service Provider

ELECTRIC

Electric utility service in Olathe is primarily provided by Evergy, a regional electric utility serving much of the Kansas City metro area. The City does not operate its own electric utility but coordinates with Evergy for service planning, infrastructure needs, and emergency response.

As Olathe grows and densifies, electric infrastructure must continue to evolve to support increased demand, greater reliability, and emerging technologies such as electric vehicles (EVs), distributed solar, and battery storage. Above-ground distribution remains prevalent in many parts of the City, particularly in older neighborhoods, while newer developments tend to feature underground utilities. The City should consider burying utilities as opportunities arise in partnership with new development. The City’s role in electric service is largely one of coordination and planning, ensuring that future development is well-served, promoting resilience during storms or outages, and supporting broader community goals around sustainability and energy efficiency. However, Olathe does maintain the majority of streetlights in the City and are actively working to update these to LEDs while the remaining streetlights are maintained by Evergy.

Additional Recommendations

• Work closely with Evergy during the planning and permitting of new subdivisions and commercial projects to ensure timely and well-integrated electric service delivery.
• Consider the conversion of overhead power lines to underground in targeted areas to improve aesthetics, reliability, and storm resilience.
• Engage with Evergy to advocate for infrastructure improvements, substation upgrades, and smart grid technologies that enhance service continuity and monitoring.
• Collaborate with Evergy and private partners to support public and private EV charging installations, especially in key corridors and high-visibility locations.
• Support policies and permitting practices that enable residential and commercial solar installations and explore options for community-scale renewable energy projects.
• Stay involved in regional conversations around energy resilience, renewable energy transitions, and federal/state incentive opportunities that benefit local electric consumers.

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ELECTRIC

SERVICE AREAS

• Evergy, Kansas Central
• Evergy, Kansas Metro

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STORMWATER

Stormwater management is a critical component of Olathe’s infrastructure system, supporting both flood mitigation and water quality. The City manages an extensive stormwater network that includes open channels, culverts, storm drains, detention basins, and green infrastructure elements. As Olathe continues to urbanize, effective stormwater planning is essential to reduce localized flooding, protect property, and comply with state and federal water quality standards.

Olathe operates under a Municipal Separate Storm Sewer System (MS4) permit and implements a Stormwater Management Plan (SWMP) that guides efforts to meet National Pollutant Discharge Elimination System (NPDES) requirements. Older neighborhoods with outdated infrastructure may be more prone to flooding and water quality issues. In newer areas, opportunities exist to incorporate sustainable stormwater design principles and reduce runoff impacts through site planning and low-impact development. As impervious surfaces increase with development, the City must continue to enhance both stormwater conveyance capacity and infiltration opportunities. For more information on lakes, wetlands, and floodplain management, refer to Chapter 9: Natural Environment.

Additional Recommendations

• Continue to evaluate flood-prone areas and implement capital improvements to reduce localized flooding, improve public safety, and protect property.
• Encourage the use of bioswales, permeable pavement, rain gardens, and other best management practices to manage stormwater close to its source in new construction and redevelopment.
• Ensure stormwater infrastructure upgrades are prioritized based on risk and need, where persistent issues in both older neighborhoods and new areas of growth are addressed.
• Continue to implement and update the City’s Stormwater Management Plan to ensure compliance with MS4 permit requirements and water quality standards.
• Expand community education around stormwater impacts, illicit discharges, and household practices that support water quality and flood prevention.

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• Work collaboratively with watershed stakeholders, including Johnson County Stormwater Management and MARC, to manage upstream/downstream impacts and leverage regional funding opportunities.
• Promote Olathe’s Best Management Practices (BMP) Cost Share Program for residents to implement sustainable stormwater practices (rain gardens, bio-swales, dry creek beds) on private properties.
• Target corrugated metal pipe removals with street rehab projects. Replace CMP pipes with longer lasting concrete pipes in street right of ways.

WASTE AND RECYCLING

The City of Olathe provides municipal waste and recycling collection services to all residential properties, including curbside pickup of trash, recyclables, yard waste, and bulky items. The City also operates the Olathe Community Recycling Center and offers drop-off recycling options for specialized materials. These services are an important part of the City’s environmental stewardship and public health systems.

As the City grows, waste generation is expected to increase, placing greater demand on collection routes, facility capacity, and landfill resources. Ensuring long-term service efficiency, maintaining affordability, and supporting diversion goals will be essential to the City’s sustainability objectives. Recycling participation and contamination rates remain a challenge, as does ensuring that all residents, especially renters and underserved populations, have equitable access to services. All multifamily dwellings in Olathe are required to use Olathe Solid Waste Services. There is also growing interest in expanding composting and exploring waste reduction strategies aligned with state and regional goals.

Additional Recommendations

• Continue to deliver reliable and responsive solid waste and recycling services while evaluating ways to optimize routes and equipment for efficiency.
• Promote public awareness about proper recycling practices to reduce contamination and improve material recovery rates, particularly in areas with lower participation.
• Consider initiatives, such as pay-as-you-throw, food waste diversion, or expanded composting access, to reduce landfill demand and support regional sustainability goals.
• Evaluate how service delivery can better reach multi-family units, renters, and underserved communities to ensure all residents benefit from waste and recycling programs.
• Monitor the performance and capacity of the Olathe compost facility and evaluate long-term needs for drop-off and processing infrastructure as the city expands.
• Work with Johnson County and the Mid-America Regional Council to align local programs with county-wide waste reduction and recycling targets.

NATURAL GAS

Natural gas service in Olathe is provided by Atmos Energy, a private utility that operates throughout much of Kansas and the surrounding region. The City does not manage or maintain the gas infrastructure but plays a critical role in permitting, coordinating right-of-way access, and ensuring that gas service infrastructure is compatible with new development and public infrastructure improvements.

As development continues across Olathe, ensuring efficient and timely extension of gas infrastructure is essential, especially in greenfield areas. Additionally, maintaining safety and minimizing the risk of gas-related incidents requires close coordination between the City and Atmos, particularly during utility relocation and construction projects.

The national energy landscape is also shifting, with growing interest in energy diversification, building electrification, and greenhouse gas reduction strategies. While natural gas remains a widely used energy source, future planning will need to account for regulatory changes, consumer preferences, and long-term sustainability goals.

Additional Recommendations

• Continue to engage with Atmos Energy early in the planning and development process to ensure natural gas service is available for new subdivisions, commercial sites, and infill projects.
• Coordinate closely with Atmos during roadway, utility, and capital improvement projects to avoid conflicts, reduce delays, and minimize service disruptions.
• Support public awareness efforts related to pipeline safety, 811 “Call Before You Dig” programs, and emergency response planning for gas-related incidents.
• Track changes in natural gas regulations, incentives, and alternative fuel technologies to inform future city policies and infrastructure coordination.
• As the energy landscape evolves, assess the role of natural gas in achieving Olathe’s future energy, sustainability, and economic development objectives.
• Maintain an open line of communication with Atmos to ensure adequate capacity, redundancy, and equitable access to natural gas infrastructure citywide.

BROADBAND

Broadband access is increasingly viewed as essential infrastructure, enabling economic development, education, healthcare, remote work, and civic engagement. In Olathe, broadband service is provided by a variety of private-sector internet service providers (ISPs), including AT&T, Spectrum, and Google Fiber, among others.

Many parts of the City are well-served with high-speed internet. According to the Census, approximately 95 percent of Olathe households had a broadband subscription. Despite this, gaps in access, speed, and affordability still exist, particularly in older neighborhoods, some multi-family housing, and developing fringe areas.

Community feedback emphasized the importance of reliable broadband access for quality of life, competitiveness, and equity, especially as more services move online and remote work becomes more common. As digital connectivity becomes more critical for residents and businesses alike, cities like Olathe have an important role to play in facilitating broadband expansion, reducing access inequities, and supporting smart infrastructure investments.

Additional Recommendations

• Coordinate with ISPs during the planning and permitting process to ensure broadband infrastructure is incorporated into new subdivisions, commercial projects, and major infrastructure investments.
• Work with service providers to analyze broadband availability, speeds, and pricing across the City and identify areas where coverage or quality is insufficient.
• Promote access to affordable broadband in lower-income neighborhoods, multi-family buildings, and underserved communities through partnerships, programs, and public Wi-Fi initiatives.
• Allow for strategic co-location of fiber lines or conduit in public right-of-way during street reconstruction, utility work, or stormwater projects to reduce future installation costs.
• Ensure that broadband capacity and network resiliency are sufficient to support smart traffic signals, sensors, emergency communication systems, and other emerging technologies.
• Collaborate with Johnson County, MARC, and state agencies to access federal and state broadband funding, share data, and align local priorities with regional connectivity goals.

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09

ELEVATE

Natural Environment

Olathe’s natural environment grounds its quality of life and increases its resilience. The City’s diverse prairie, riparian, and woodland ecosystems, agricultural lands, and urban tree canopy contribute to thriving wildlife habitats, reduce flooding risk, and decrease the urban heat-island effect. Olathe is dedicated to preserving, restoring, and expanding its environmentally sensitive areas while also promoting recreational opportunities, recognizing both as highly valued components of residents’ quality of life.

■ Goal 12: Improve the quality of Olathe’s natural areas by protecting and enhancing their ecological functions so they manage stormwater, reduce heat impacts, provide wildlife habitat, and strengthen the City’s resilience to extreme weather.

ALIGNMENT WITH GUIDING THEMES

LIVABILITY

The City’s mix of natural landscapes, lakes, open spaces, and conservation areas, combined with a more urban Downtown and access to services and amenities, makes Olathe highly livable. Residents can enjoy both the convenience of City life and direct access to nature within minutes of their homes

MOBILITY

Expanding trails and greenways to connect neighborhoods, parks, and commercial areas ensures that residents can reach natural amenities without needing to drive. These connections also create healthier and safer ways to move across the City while linking people to nature.

RESILIENCY

By protecting creeks, lakes, and conservation lands, the City can manage stormwater, reduce flooding risks, decrease the urban heat island effect, and preserve habitat. Careful stewardship of these resources ensures they continue to serve residents for generations to come.

IDENTITY

The City’s unique natural features such as Lake Olathe, Cedar Lake, Frisco Lake, and its various creeks help define its character. Preserving and building on these assets strengthens the City’s sense of place and sets it apart from neighboring communities.

WHAT WE HEARD

During outreach, participants voiced a strong desire for more parks, particularly close to Downtown where green space is limited. Many stressed the importance of preserving existing open spaces and natural areas that define the community’s character. There was also a clear interest in improving walkability and creating better connections between neighborhoods and park spaces.

CRITICAL HABITATS

Olathe offers a rich variety of natural landscapes from lush wetlands to dense woodlands and meandering streams, each providing critical habitat for a diverse range of plant and animal species. The City has actively worked to protect and manage its natural areas, successfully preserving and restoring them using native plant and fish species.

As Olathe continues to grow and develop, it is essential that preservation efforts keep pace, ensuring that nature and community thrive together. To support this vision, the City should continue to implement strategies that balance growth with conservation, protecting its natural character while meeting the needs of its expanding population. These areas collectively showcase Olathe's commitment to preserving its natural landscapes while providing accessible outdoor recreation.

STRATEGIES

C.F 10.4 Preserve and protect valuable habitat and environmentally sensitive areas, including tree canopies, waterways, and key natural habitats.

RIPARIAN AREAS

Olathe's natural environment contains numerous habitats for threatened or endangered species. These habitats support a wide range of wildlife, including amphibians, birds, and aquatic species, while also playing a critical role in filtering runoff, stabilizing streambanks, and maintaining biodiversity. The Kansas Department of Wildlife has identified waterways in Johnson County, including those in Olathe, as critical habitats for fish species like the Sturgeon Chub, Shoal Chub, Flathead Chub, Silver Chub, and Plains Minnow.

The Kansas Department of Agriculture also supports riparian conservation through state-wide initiatives like the Riparian Quality Enhancement Initiative (RQEI), which provides financial and technical assistance for strategies such as forest buffers, streambank stabilization, and wetland restoration. These efforts aim to improve water quality, reduce erosion, and enhance wildlife corridors, benefiting both local communities like Olathe and the broader environment. To protect and maintain stream corridors, the City has adopted and enforces Municipal Code Title 17.06 which defines, and specifies what activities are allowed in and in proximity to, stream corridors.

WOODED AREAS

Olathe manages its trees and forested areas, providing habitats for wildlife, mitigating the urban heat island effect, and enhancing the City's climate resilience. Recognizing the importance of Olathe's urban forests along with its critical habitats, the United States Department of Agriculture (USDA) Forest Service, in partnership with the Arbor Day Foundation, awarded Olathe a $1 million grant to support the City's efforts to maintain and expand its tree canopy with associated wildlife habitats by planting more trees on public land over the next five years—of particular concern are bird species such as the Least Tern and Piping Plover.

Additional Recommendations

• Explore amendments to the Unified Development Ordinance (UDO) to add additional requirements to protect natural features in new developments.
• Assess the success of current regulations and actions to ensure wetlands are protected and avoid damaging critical habitats.
• Enhance riparian and wooded areas' biodiversity and resilience by planting native vegetation along streamways, floodplains, and park systems.
• Preserve and protect valuable environmentally sensitive areas including tree canopies, waterways, and key natural habitats.
• Increase vegetation, particularly trees in parks and open spaces, and landscaping and along boulevards to increase the tree canopy.
• Continue to work with city and state agencies and partners to conserve and enhance critical habitats.
• Perform a study of ecology related to the transportation network to guide future planning efforts.
• Investigate legal issues surrounding migratory birds and dimmable streetlights for light pollution control.
• Create connected networks of open spaces for multiple benefits, including environmental protection, recreation, alternative transportation, and economic development.
• Utilize the overlay to prevent development in sensitive areas like riparian corridors and to acquire surrounding land for conservation to prevent overdevelopment.
• Educate the public and Olathe officials on the benefits of the greenways and build long-term support for the vision.
• Identify and implement successful demonstration projects to build momentum and gain support from the community and landowners.
• Promote Olathe's BMP Cost Share Program to implement native plant buffers along streams.
• Promote trash removal through the Adopt a Stream program.

WATER FEATURES

Olathe features a diverse network of water systems that shape its natural landscape. The City’s watersheds, particularly the Lake Olathe watershed, guide stormwater flow and influence land use decisions, making them essential for flood control in floodplains and environmental management of the riparian areas. Floodplains are carefully monitored and maintained to reduce flood risks with infrastructure like streamways and basins helping to protect homes and ecosystems during rainfall. These water features form a dynamic system that supports both community livability and environmental resilience.

STRATEGIES

C.F 11.4 Continue to implement the Stormwater Management Plan to mitigate flooding and improve drainage.

C.F 11.6 Ensure continuity of operations to prepare for natural disasters, abrupt changes in weather, and attacks on infrastructure.

N.E 12.1 Protect and restore stream corridors and floodplains to manage stormwater, reduce erosion, and support biodiversity.

N.E 12.2 Use green infrastructure for water management in new developments near greenways, emphasizing cost-effective, low-maintenance designs.

LAKES

Olathe is home to five public lakes: Cedar Lake, Frisco Lake, Lake Olathe, and Water Works North and South Lakes. These lakes are used for boating, swimming, and fishing, and they include amenities such as walking paths, basketball courts, and an amphitheater. Diverse wildlife habitats attract a variety of birds, insects, and animals to the surrounding riparian areas. It is important Olathe maintains and enhances the lakes, celebrating them as key features of the community.

Cedar Lake

Cedar Lake is a 67-acre lake surrounded by a 57-acre community park area originally dedicated in 1920. The park has several amenities including a playground, fishing docks, volleyball courts, three shelters available for reservation, and Cedar Creek trail connections to Lake Olathe. Cedar Lake is also part of the Kansas Department of Wildlife and Parks’ Community Fisheries Assistance Program (CFAP) and the Urban Fishing Program. The lake is stocked with several fish species, such as black bullheads, crappies, and catfish.

Frisco Lake

Frisco Lake is comprised of a 24-acre lake surrounded by 38 acres of park space, located southeast of Downtown, that includes a paved walking loop, a beach for swimming, fitness equipment, fishing spots, a playground, volleyball and basketball courts, a shelter with grill and restrooms, and a gazebo available for reservation.

Lake Olathe

Lake Olathe Park features a 170-acre lake surrounded by 258 acres of community park space with numerous amenities including playgrounds, a swim beach, a marina, fishing spots, paved multi-use trails, and event spaces including Eagles Landing and a 1,500-seat amphitheater. Recent renovations to the park included the addition of a total of 14,000 diverse species of plants such as Black-eyed Susan, Purple Coneflower, Spicebush, Prairie Dropseed, and numerous trees like Oak, Hickory, and Black Walnut.

Water Works Park

Water Works Park contains two fishing lakes surrounded by 29 acres of park space. The park includes a paved walking loop, a playground, a basketball court, restrooms, and a shelter available for reservation. The park is located just southeast of Downtown with trail connections to adjacent neighborhoods.

Additional Recommendations

• Provide access to natural trails adjacent to new waterfront access points for boats, canoes, and kayaks, promoting the lakes as a destination to enhance the recreational usage of lakes.
• Consider phased construction of trails connecting lake areas as funding becomes available.
• Prioritize bike and pedestrian capital improvements to existing sidewalks and trail routes to lakes and open space areas.
• Continue to maintain lakes and surrounding riparian areas to encourage new wildlife and habitats.
• Continue to work with Kansas Department of Wildlife and Parks’ Community Fisheries Assistance Program (CFAP) and the Urban Fishing Program to promote fishing and lake use.
• Implement a program to educate property owners in riparian areas on the benefits of native vegetation, filter strips, bank restoration, and phosphate-free home and garden products.
• Invest in creating additional designated canoe and kayak access points to the lakes to promote water-based activities, making the lakes more accessible.

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Best Practice

SELF-SERVE KAYAK RENTALS

Rent.fun has partnered with Olathe to provide a self-service kayak rental program at Lake Olathe. The rental program is fully automated. Park patrons can download the app, to unlock the kayak equipment door to access the lifejacket and enjoy the paddle on Lake Olathe, and then they must return the equipment back to the locker. Kayak rentals are $15 per hour and are open every day during park hours.

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WETLANDS

Wetlands are areas of land saturated with water, such as marshes or swamps. They are rich in biodiversity, especially for amphibians, insects, and birds, providing critical wildlife habitats and playing a vital role in slowing the impact of stormwater and flooding. Wetlands retain precipitation, absorb stormwater, mitigate flooding, and recharge groundwater aquifers.

Historically, wetlands were often drained to be converted to agricultural farmland or make way for new development, the wetlands that remain and have been restored are essential to ecosystem health and vitality. Wetlands are found within the Olathe Prairie Center but also all throughout Olathe near its streams, lakes, parks, and open spaces.

Wetlands also provide residents and visitors of Olathe with opportunities to enjoy nature outside of highly urbanized areas. It will be important for Olathe to protect these natural assets, ensure they are available to the public, and use them sustainably. Further efforts should continue to focus on natural preservation, and future development should seek to enhance the City's assets.

Additional Recommendations

• Continue to protect the wetlands and enhance wetland features through preserving their biodiversity.
• Promote public awareness about the ecological importance of waterways and wetlands promoting conservation.
• Monitor the precipitation, stormwater, flooding, and groundwater aquifers to improve wetland functionality, where possible.
• Support and implement sustainable development practices that minimize environmental impact, including green infrastructure and low-impact development techniques.
• Determine impacts, constraints, and solutions for reintroduction of wildlife populations in Olathe to benefit wetland ecosystems.
• Consider designing stormwater retention basins for future development projects as wetlands.
• Coordinate with the Trail and Greenways Plan to identify and prioritize which lands should be preserved for trails or greenways within wetlands.

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WATERSHEDS

Watersheds are shaped by the surrounding landscapes that drain water into a specific area or body, such as a lake or stream. Olathe encompasses portions of eight watersheds, with tributaries that flow north into Kansas River and streams that form the headwaters of the Blue River, which flows southeast. Notably, the Blue River watershed covers a significant portion of Olathe, draining two-thirds of the rainfall in the southern Kansas City metropolitan area. Both the Kansas River and Blue River eventually flow into the Missouri River, contributing to the broader regional water system.

Additional Recommendations

• Pursue grant opportunities to help fund the projects/recommendations listed in the watershed plans and to update the watershed plans themselves.
• Implement watershed restoration projects to address waterway contamination, ensuring safe and clean environments for fishing and swimming.
• Implement watershed management strategies to maintain water quality, safeguarding the health of the lakes and their surrounding areas.
• Continue to protect the groundwater quality and monitor stormwater runoff to prevent surface water pollution.
• Continue to monitor drainage patterns and water flows to ensure watersheds and lake systems are functioning properly to prevent flooding.
• Continue to implement the Trails and Greenways Plan which identifies which greenways to preserve.
• Work with agency partners to implement watershed management best practices.
• Participate in regional Watershed Organizations and partner with the county to implement projects identified in the Watershed Plans.

FLOODPLAINS

Understanding floodways and floodplains is crucial in managing flood risks in Olathe. A floodway is the channel of a river or other watercourse and the adjacent areas reserved to efficiently discharge the base flood (commonly referred to as the 100-year flood) without increasing the water surface elevation above a set amount, typically 1 foot, as designated by state or local requirements. The floodway is often a regulatory designation, strictly controlled to prevent changes that could increase flood levels or affect flow carrying capacity. A floodplain generally includes areas prone to flooding during the base flood, extending beyond the riverbanks. It often encompasses both the floodway and the "flood fringe" area, which is the portion outside the floodway that can still be flooded. Floodplain management involves controlling development to minimize flood risk, considering the impact on infrastructure, property, and habitats.

Olathe's flood prone areas are primarily located in the western region around Lake Olathe and Cedar Lake. Areas around Mill Creek in the northern part of the City and Cedar Creek in the northwestern part have also been susceptible to flooding in the past. Olathe are property owners have access to the National Flood Insurance Program's (NFIP) Community Rating System (CRS), which allows residents to receive a 10 percent discount on FEMA flood insurance premiums.

Cedar Creek Area Plan

The Cedar Creek study area encompasses approximately 4,200 acres of land within Olathe. The Cedar Creek Area Plan was created to update the existing master plan while creating and adopting definitive development standards to preserve the unique character of Cedar Creek. Expanding west would present many challenges, but the Cedar Creek Area Plan aims to address them by establishing variances to the UDO and Engineering Design Criteria to allow for the construction of roadways and storm sewer within the new development area.

The area plan aims to increase the certainty of outcomes through flexible implementation, and a development review and approval process that streamlines coordination efforts. Regulations were designed with the intent to preserve, protect, and enhance the character of development, promote flexibility and time processing of the development applications, conserve natural resources, and promote sustainable development that fits within the existing neighborhood character.

Additional Recommendations

• Continue implementing flood management projects and require all development within the floodplain to comply with the state and federal regulations.
• Enforce floodplain management regulations to conserve natural resources, where possible, and promote sustainable development.
• Assess the success of current regulations and actions to protect wetlands and avoid developments within floodplains.
• Establish a low impact development (LID) policy to promote the use of stormwater management practices that mimic natural processes and reduce stormwater runoff, improve water quality, and create a more sustainable urban environment in the Cedar Creek Area.

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FLOODPLAINS

• 0.2% Annual Chance Flood Hazard
• 1% Annual Chance Flood Hazard
• Future Conditions 1% Annual Chance Flood Hazard
• Regulatory Floodway

AGRICULTURAL LAND

Each year fewer parcels in Olathe are actively used for agricultural uses, such as farming or raising livestock. However, agriculture remains a part of the City's landscape and identity. Johnson County has over 500 farms covering nearly 90,000 acres, supporting 47 agricultural and food-related industries. While few parcels within Olathe's city limits are productive agricultural lands, they still provide open space and preserve the City's agricultural roots.

Productive agricultural land means that the land has been cultivated with crops such as soybeans, corn, wheat, or cotton for more than five years, as these crops generate the highest yield over time. Most of these parcels are located along Olathe's western and southern boundaries and presents opportunities for preservation. During community outreach, residents expressed concerns about the loss of agricultural lands and open spaces. It is important that Olathe balance the preservation of agricultural land and providing land for new urban growth and development.

Additional Recommendations

• Explore additional standards and best practices to continue to encourage the conservation and protection of existing agricultural operations within city limits.
• Evaluate agricultural lands to identify areas that may be more suitable for new residential growth and development.
• Investigate community grants to assist farmers with farm diversification and agritourism-related property improvements to add value to agricultural operations.
• Consider the preservation of productive agricultural lands through fostering partnerships with local organizations, Purdue University, USDA, and Kansas Department of Agriculture.
• Explore fire safety programs and standards for defensible space around wildland urban interface areas.

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PRODUCTIVE AGRICULTURAL LAND

• Productive Agricultural Land
• Other Farmland

Source: United States Department of Agriculture National Agricultural Statistics Service Cropland Data Layers

CONSERVATION AREAS

Olathe offers several dynamic conservation areas and nature-focused parks that provide opportunities for outdoor exploration, education, and wildlife appreciation. The Olathe Parks and Recreation Department together with the Johnson County Parks and Recreation District (JCPRD) provide technical and financial support for conservation practices, including soil health, water quality, and native plant restoration. These efforts collectively highlight Olathe’s commitment to preserving its natural resources and promoting environmental stewardship.

The Olathe 2040 Strategic Plan emphasizes providing residents with a high quality of life that includes a robust network of connected natural areas, parks, and trails that embrace the cultural history of the City. While residents see parks and recreation as a strength of Olathe, improving connectivity, preserving native flora and fauna, and ensuring long-term sustainability will be important to enhance these natural areas.

STRATEGIES

N.E 12.3 Implement conservation design practices in new growth areas to cluster development and preserve open space near sensitive ecosystems.

N.E 12.4 Partner with Johnson County and MARC to link Olathe’s greenways to the regional MetroGreen network, strengthening ecological connectivity across city boundaries.

OLATHE PRAIRIE CENTER

The Olathe Prairie Center, located just west of Olathe, is owned and managed by the Kansas Department of Wildlife and Parks (KDWP). This 300-acre nature feature features tallgrass prairie, wetlands, woodlands, and wildlife with a 5-acre lake. It offers approximately 3 miles of scenic trails suitable for hiking, walking, or running, with the primary goal of preserving local flora and fauna. The center also offers educational programs, recreational activities, and wildlife observation opportunities.

CEDAR NILES PARK

Cedar Niles Park is located west of K-7, stretching from approximately 119th Street to just past 135th Street and comprises a 1,030-acre natural area managed by the JCPRD. It features a mix of woodlands, prairies, and unique topography with trails winding through the forests and along Cedar Creek. The park also offers four miles of paved multi-use trails and 4.5 miles of unpaved trails with numerous trailheads and connections to adjacent subdivisions.

ERNIE MILLER PARK AND NATURE CENTER

The 126-acre park is managed by the JCPRD and includes a tallgrass prairie, upland meadows, bottomland forest, and a stream. The nature center portion of the park offers interactive exhibits, live animal displays, and a 500-gallon aquarium showcasing native fish. It serves as a hub for environmental education and wildlife observation with trails and programs designed to foster appreciation for local ecosystems. The nature center and amphitheater are popular destinations for field trips, birthday parties, and private events.

Additional Recommendations

• Work with the Kansas Department of Wildlife and Parks and Johnson County Parks and Recreation District to improve trail connectivity to conservation areas and parks.
• Continue to maintain and preserve local wildlife flora and fauna to maintain the natural ecosystem biodiversity.
• Implement the Parks and Recreation Master Plan to ensure long-term, sustainable success for Olathe natural areas and park amenities.
• Promote natural area restoration initiatives to enhance conservation areas and investigate protection regulations.
• Invest in conservation area lands in strategic locations near stream corridors as a best practice and strategy to mitigate flood hazards and improve stormwater management.
• Reference the Lake and Dam Restoration Master Plan to guide maintenance, restoration, and long-term improvement efforts.
• Budget for lake dredging and water quality improvements, and pursue County Stormwater Management Advisory Council (SMAC) funding to support lake and dam restoration projects.

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Best Practice

CONSERVATION AREA VS. PARK

A conservation area is a protected area focused on preserving natural diversity and providing conservation-related recreation and education, while a park is a broader term designed for public recreation and leisure. Parks typically include amenities like playgrounds, sports fields, or areas for social gatherings. The primary goal of conservation areas are preservation and education, while the primary goal of parks is to serve as a recreational area and multi-use space for community enjoyment. For more information on the parks and recreation in Olathe, refer to Chapter 8: Community Facilities, Parks, and Infrastructure.