11

ELEVATE

Implementation

This chapter outlines the strategies Olathe should employ to implement the Plan's strategies and recommendations. The vision, goals, and policies of the Elevate Olathe Comprehensive Plan should act as a foundation for decision-making and be regularly consulted to ensure future projects are in line with Olathe's overarching vision. The City must take a proactive role in implementing the goals, policies, and recommendations of the Plan to realize the community's vision for the future. With the planning process complete, Olathe has entered the long-term phase of facilitating change and growth over the next 15 years.

NEXT STEPS

The following section establishes the “next steps” to be taken after the adoption of the Comprehensive Plan. It includes recommendations for the effective implementation of the Plan, ongoing community planning and investment, and strategies to ensure the Plan remains responsive to community needs and aspirations. These include:

• Reference the Plan regularly to guide city policies and decision-making.
• Update the Unified Development Ordinance (UDO) and other development controls to align with the Plan.
• Align the Capital Improvement Program (CIP) with Plan recommendations for CIP infrastructure improvements.
• Conduct regular updates of the Plan to reflect current conditions and shifts in community priorities.

REFERENCE THE PLAN REGULARLY

The Comprehensive Plan should be used as the official policy guide for planning decisions made by city staff, elected officials, and other boards and commissions. The Plan should serve as a primary reference in guiding policy formation, evaluating projects and planning initiatives, reviewing development proposals, and prioritizing public expenditures. Referencing the Comprehensive Plan will ensure future planning efforts and decisions align with the community's long-term vision and goals. Service providers and partner organizations should also be encouraged to use the Comprehensive Plan when considering new development, facilities, infrastructure updates, and programming within their parameters.

To promote regular use of the Plan, the city should:

• Post the Elevate Olathe Comprehensive Plan document on the City’s website and make it available in hard copy at City Hall and the Public Library for easy public access.
• Educate the public on how the Plan connects to development projects and other proposals occurring within the city.
• Meet with key department heads and officials to explain the purpose, importance, and benefits of the Plan.
• Maintain a list of possible amendments, issues, or needs which may be the subject of change, addition, or deletion from the Plan.

UPDATE THE UNIFIED DEVELOPMENT ORDINANCE (UDO)

The Comprehensive Plan is a policy guide that outlines the necessary actions for the City of Olathe to take to achieve the community’s vision for its future. Despite the comprehensive scope of the Plan's vision, goals, and policies, the Plan is not regulatory. The Plan itself does not have the detail teeth needed to require new development and redevelopment in the city to align with the community's vision, or with the goals and policies of the Plan.

Land development regulations are the rules that new development and redevelopment must follow, making them an essential tool in Plan implementation. Often, communities will adopt a plan with a clear vision, only to back-off on the land development regulations needed to achieve their objectives. The common rationale for this is that stakeholders often feel that such regulations will drive development elsewhere.

However, properly drafted land development regulations that align with vision and goals of the Comprehensive Plan can remove unnecessary barriers to investment by providing fair certainty for potential developments and offsetting the requirements related to design. In this way, land development regulations offer an opportunity to implement the Plan by making preferred development easy.

One of the first implementation actions Olathe should pursue is a comprehensive update to the UDO. The Implementation Action Matrix includes several UDO revision recommendations that should be explored in more detail as a part of the update process.

ALIGN THE CAPITAL IMPROVEMENT PROGRAM (CIP)

The City adopted the 2026-2030 Capital Improvement Plan (CIP) in September 2025. The CIP is a five year outlook which provides detail for all planned public projects within a community, offering information for funding, priority, time frame, phases, and other details. As planned projects are completed and new funding sources form, the CIP will continue to be updated to include new projects, cost estimates, and priorities, guided by the Elevate Olathe Comprehensive Plan.

CONDUCT COMPREHENSIVE PLAN REGULAR UPDATES

The Comprehensive Plan is not a static document and must evolve and change over time. For example, if community attitudes change or new issues arise that are beyond the scope of the current document, the Plan should be revised and updated accordingly.

The City should undertake a complete review and update of the Comprehensive Plan every 5-10 years, and interim evaluations and updates every two to three years. The City should maintain a public list of potential amendments, issues, or needs. Ideally, these reviews should coincide with the preparation of the City’s budget and CIP. In this manner, recommendations or changes relating to capital improvements or other programs can be considered as part of the commitments for the upcoming fiscal year. Routine examination of the Plan will help ensure that the planning program remains relevant to community needs and aspirations.

REGIONAL PLANNING AND PARTNERSHIPS

Olathe’s regional position makes it essential that the City develops and maintains partnerships with a wide variety of groups and organizations. Facilitating regular communication and cooperation with partners will support the implementation of the Comprehensive Plan and identify opportunities to work collaboratively toward mutual interests. Further, it will facilitate a greater regional perspective on how issues are addressed in the area.

PARTNERS

Olathe already has a wide variety of partnerships, which should be maintained in the future. The City should work to identify possibilities for new partnerships with organizations and agencies to aid implementation. This could include neighboring municipalities, regional and state agencies, neighborhood groups, the local business community, non-profits, and other groups with an interest in Olathe.

Potential partners in plan implementation include, but are not limited to:

• Atmos Energy
• AT&T
• City of Gardner
• City of Lenexa
• City of Overland Park
• City of Spring Hill
• Evergy
• Google Fiber
• Home Builders Association of Greater Kansas City
• Johnson County
• Johnson County Community College
• Johnson County Library
• Kansas Department of Transportation
• Kansas State University
• Mid-America Regional Council
• National Association of Home Builders
• Olathe Chamber of Commerce
• Olathe Economic Development Council
• Olathe Parks and Recreation Department
• Olathe School District
• KState Olathe
• RideKC
• Spectrum
• Spring Hill School District
• University of Kansas Health System - Olathe Campus
• Xfinity

POTENTIAL FUNDING SOURCES

There are several potential funding sources that the City can pursue to support the implementation of the Comprehensive Plan. It is important to note that funding sources are subject to change over time. As such, the City should continue to research and monitor grants, funding agencies, and programs to identify deadlines, funding specifications, and new opportunities as they become available. These programs are organized by funding categories, including:

• Housing and Neighborhoods
• Economic Development
• Transportation, Infrastructure, and Mobility
• Community Services
• Parks, Open Space, and Recreation

HOUSING AND NEIGHBORHOODS

Community Development Block Grant (CDBG) Program

Olathe's CDBG program operates in accordance with Title 1 of the Housing and Community Development Act of 1974, with Johnson County responsible for administering the funds to support the resilience and vitality of established neighborhoods.

Critical Home Repair Grant Program

Formerly known as the Emergency Repair Program, income eligible homeowners can apply for repairs that would pose a threat to their health and safety, if left undone. Examples include a collapsed sewer, damaged roof or furnace. Exterior maintenance issues cited through the Community Enhancement Division, can also be repaired through this program.

Housing Preservation Grants

The Housing Preservation Grants program offers government entities and non-profit organizations the chance to address the critical need for repairing and rejuvenating low-income housing. This initiative enables these entities to undertake essential maintenance and renovation work, thereby preserving the quality and livability of housing options available to individuals with limited financial resources.

Low-Income Housing Tax Credits (LIHTC)

LIHTCs are federal tax credits that match the dollar amount invested in the construction of multifamily affordable housing units. Developers may be eligible for either a four or nine percent credit, which assists in financing the redevelopment of such properties. These tax credits not only contribute to the expansion of habitable housing units in communities but also facilitate the availability of affordable housing options for low-income families, thereby enhancing their ability to access more desirable neighborhoods.

Neighborhood Revitalization Tax Rebate Program

Neighborhood Revitalization Areas were created to address blight and deterioration in residential neighborhoods, specifically in Original Town, and in the commercial district. The program allows for tax rebates within the defined areas for up to 10 years to provide an incentive for property owners to make improvements to their properties. When residential or commercial property is improved, its assessed value and property taxes typically rise. Under the program, property owners may receive a rebate on the increased taxes resulting from those improvements. This rebate helps offset project costs and promotes private investment. It only applies to the added value from the improvements, not the original property value.

Reinvestment Housing Incentive District (RHID)

The Reinvestment Housing Incentive District (RHID) program is designed to encourage housing development and reinvestment in areas experiencing limited growth or declining housing conditions. The program captures the incremental increase in property taxes generated by new residential development or rehabilitation. It uses those funds to reimburse eligible project costs such as infrastructure, utilities, and site improvements.

ECONOMIC DEVELOPMENT

Benefit Districts (BD)

BDs aim to fairly fund infrastructure in new growth areas when that infrastructure provides a special benefit for properties within that district and allows property owners to pay for infrastructure improvements such as roads, sewers, and water lines over a number of years. BDs are created by petition representing the consent of at least 51 percent of landowners, these districts leverage the City's low borrowing rates and are funded by general obligation bonds. Property owners can repay their share based on the actual benefit to their land, typically over 10 years, with a maximum of 20 years in special cases.

Community Development Block Grant (CDBG) Program

The City of Olathe receives CDBG funding through a Cooperative Agreement with Johnson County. Olathe's CDBG program provides financial support for for-profit businesses and agricultural cooperatives by funding projects like infrastructure improvements, land/site development, building upgrades, equipment purchases, lease payments, inventory, payroll, and working capital. Grant applications are evaluated based on project feasibility, job creation/retention per capita, and matching funds to ensure initiatives have a meaningful economic impact in the community.

Community Improvement Districts (CID)

CIDs are used as a tool to encourage private investment and support infrastructure upgrades in commercial areas to contribute to revitalization of these parts of the City. Under Council Policy F-9, property owners within a proposed CID can request a special sales tax (up to 2 percent) or special assessments, which fund improvements like road construction, utility upgrades, and building renovations. Property owners submit a petition to create a CID, which is then reviewed and approved by the City Council through an ordinance. Olathe currently has the following seven active CIDs: Santa Fe Square, Hilton Garden Inn, Furniture Mall of Kansas, Embassy Suites, Olathe Station, Ridgeview Marketplace, and West Market.

Industrial Revenue Bonds (IRB)

IRBs are an economic development tool used to attract and support businesses by financing up to 100 percent of a company's land, building, and equipment costs. IRBs are purchased by private investors, and the proceeds are used by qualifying businesses to fund new construction, expansion, or renovation projects. Businesses may also receive up to a 100 percent exemption on new real property taxes for up to 10 years, as well as a sales tax exemption on building materials purchased in Kansas. In 2024, there were 43 active IRBs in Olathe.

Kansas Industrial Training (KIT) Program

The Kansas Department of Commerce provides the KIT program with the primary aim of aiding businesses that are actively engaged in generating new employment opportunities. The program helps businesses create new jobs by funding both general and specialized training, including hands-on instruction using company-specific equipment. To qualify, a company must add at least one new position with an average wage at or above the U.S. median.

Kansas Industrial Retaining (KIR) Program

The Kansas Department of Commerce supports employee retention through the KIR program, which serves as a valuable resource for businesses facing the potential displacement of workers due to outdated or insufficient job skills or knowledge. The program helps businesses retain employees by funding upskilling efforts by covering costs such as instructor pay, curriculum development, training materials, equipment, and travel. This support helps employers close skills gaps and strengthen workforce resilience.

Kansas International Trade Marketing Assistance Program (KITMAP)

The KITMAP plays a pivotal role in aiding local Kansas enterprises to expedite their expansion into international markets. Through this program, companies can benefit from a substantial 50 percent reimbursement on their direct expenses, with a maximum cap of $5,000 allocated per eligible business activity during each fiscal year. To qualify for this initiative, businesses must demonstrate that their products and/or services either originate from Kansas or undergo substantial value-added processing within the state.

Minority and Women Business Development

The Office of Minority and Women Business Development is committed to advancing business opportunities with a special emphasis on fostering growth within disadvantaged, minority-owned, and women-owned enterprises. The office certifies businesses in key categories and acts as a vital resource hub, offering guidance and referrals in areas like procurement, contracting, financial aid, and management. It also empowers entrepreneurs through partnering with business leaders to host educational workshops and seminars, ensuring that these businesses have access to the knowledge and resources necessary to thrive in a competitive market.

New Markets Tax Credit (NMTC) Program

Under the jurisdiction of the Department of the Treasury, the NMTC program is designed to increase the stream of capital into businesses and underprivileged areas by offering a modest tax incentive to private investors, businesses, and communities nationwide. Notably, the Central Bank of Kansas City, in collaboration with its affiliated subsidiary known as Community Development Entities (CDEs), oversees the administration of NMTCs for communities located in the state of Kansas. This program plays a crucial role in stimulating economic development and access to capital for underserved regions within the state.

Olathe Economic Development Council (OEDC)

The OEDC serves as a valuable asset to the City of Olathe, with the dual purpose of attracting new businesses and industries to the area and guiding them through the intricacies of the development process. Moreover, the OEDC plays a pivotal role in retaining businesses that have already made Olathe their home, actively supporting their expansion and enabling them to optimize their operations within the City.

Opportunity Zones

The Federal Tax Cuts and Jobs Act of 2017 designated three Opportunity Zones within Olathe, all within the southern portion of the Original Town subarea, roughly from Spruce Street to Old 56 Highway. These areas offer investors preferential tax treatment for capital gains invested in low-income community areas such as those exist in this part of the subarea. This program can be used to attract investment for both commercial and residential developments within Original Town.

Private Activity Bonds (PABs)

Qualified PABs serve as a significant financial mechanism that extends the privilege of accessing federally tax-exempt bonds to a diverse array of entities, including organizations, businesses, and specific individuals. This allows them to embark on and execute essential community projects. The scope of projects eligible for PAB funding is broad and includes, but is not restricted to, the following:

• Mass commuting facilities
• Water furnishing
• Sewage facilities
• Solid waste disposal facilities
• Qualified residential rental projects
• Facilities for the local furnishing of electric energy or gas
• Local district heating or cooling facilities
• Hazardous waste facilities

Promoting Employment Across Kansas (PEAK)

PEAK is a business incentive that allows companies to either retain or receive a 95 percent refund of the payroll withholding tax associated with qualified employees for the new positions they create in Kansas. Fundamental projects, characterized by generating a minimum of 10 new jobs within metropolitan areas or five new jobs in non-metropolitan areas over a two-year span, may qualify for payroll withholding tax savings for a period of up to seven years.

Property Tax Abatement Assistance

The Board of Tax Appeals (BOTA) Liaison serves as a valuable resource for entities seeking economic or industrial revenue bond tax abatements for real estate properties. The liaison provides comprehensive guidance and technical support throughout the application process, helping prepare documentation, explain policies, and meet certification requirements. By working closely with the Board, the Liaison streamlines access to tax exemptions and offers all assistance free of charge, making it a highly accessible and beneficial resource for those seeking to optimize their real estate investments.

Sales Tax and Revenue (STAR) Bonds

STAR Bonds are a financing tool used to empower municipalities in Kansas to issue bonds for the purpose of funding substantial projects in the domains of commerce, entertainment, and tourism. The repayment of these bonds hinges on the revenue generated through sales tax within the scope of the development. However, it's worth noting that within metropolitan areas, the utilization of STAR Bonds are restricted to projects with an expected capital infusion of no less than $75 million, accompanied by a projected annual gross sales figure of at least $75 million. This requirement serves as a benchmark to ensure that STAR Bonds are directed towards large-scale endeavors that can significantly impact local economies.

State Trade Expansion Program (STEP)

The STEP grant, administered by the Kansas Department of Commerce, aims to help small Kansas businesses start or grow their export activities. Since its inauguration in 2012, more than 160 businesses have participated, generating over $33 million in export sales. To qualify for the program, businesses must meet specific criteria, including producing or adding value to their products within the state of Kansas, not operating as export service providers, maintaining a clean record with federal departments or agencies, having been in business for at least one year, and demonstrating export readiness, focusing on U.S. goods or services with a minimum of 51 percent U.S. content. The STEP grant helps businesses explore new international markets, boost economic growth, and expand their global footprint.

Workforce Aligned with Industry Demand (AID)

In partnership with the Kansas Board of Regents, the Kansas Department of Commerce launched the AID program to help bridge the state's skills gap. It allows employers to define essential skills for success while giving job seekers a preview of company culture before accepting a job and starting training. This approach helps lower training and hiring costs while boosting employee retention.

Tax Increment Financing (TIF)

TIF is a versatile mechanism for revitalizing various types of real estate projects, including those in the industrial, commercial, intermodal transportation, and residential sectors. TIF harnesses the growth in real estate tax revenues and local sales tax revenues to achieve two primary objectives. First, it can be utilized to retire the bonds issued for financing eligible redevelopment project expenses, as outlined in K.S.A. 12-1770 et seq. Alternatively, TIF can also serve as a means to reimburse developers on an incremental, pay-as-you-go basis. This flexible approach to funding and support enhances the appeal of TIF as a valuable tool for fostering development and revitalization in diverse contexts. Olathe currently has the following nine active TIF districts: Ancona Honda District, Conference Center & Hotel District, Heritage Crossing District, Hilton Garden Inn District, Olathe Gateway District, Santa Fe & Ridgeview District, South Gate District, West Village Center District, and Ridgeview Marketplace District.

TRANSPORTATION, INFRASTRUCTURE, AND MOBILITY

Build Kansas Fund

The Build Kansas Fund is a state-backed grant program that provides up to $150 million in matching funds to help Kansas communities pursue federal infrastructure grants, especially those offered through the Infrastructure Investment and Jobs Act (IIJA). Its aim is to cover the non-federal match required by many of these grants, supporting projects in targeted areas like transportation, broadband, water, and energy.

Highway Safety Improvement Program (HSIP)

The Highway Safety Improvement Program (HSIP) is a core federal-aid program with the purpose of achieving a significant reduction in traffic fatalities and serious injuries on all public roads, including non-State-owned roads and roads on tribal land.

KDOT Cost Share Program

The Kansas Department of Transportation (KDOT) Cost Share Program provides financial assistance to local entities for transportation projects that improve safety, support job retention and growth, improve access or mobility, relieve congestion, and help areas across the state improve the transportation system. KDOT opens the Cost Share program for application twice a year, generally in the Fall and in the Spring. KDOT will release the call for applications at these times.

Kansas SS4A Match Pilot Program

The KDOT SS4A Match Pilot Program (Kansas Match Program) is a five-year (2022-2026), $5-billion federal program that funds initiatives through grants to reduce fatal and serious injury crashes on public roadways through safety action plan development, refinement, and implementation. From 2022 to 2024, the Kansas Match Program provided $21.2 million in funding to 49 communities across Kansas to develop Safety Action Plans with an additional $4.3 million matched by KDOT and the Build Kansas Fund.

Safe Routes to Schools (SRTS) Program

The SRTS program is an approach that promotes walking and bicycling to school through infrastructure improvements, enforcement, tools, safety education, and incentives to encourage walking and bicycling to school. SRTS initiatives improve safety and levels of physical activity for students. SRTS programs can be implemented by a department of transportation, metropolitan planning organization, local government, school district, or even a school.

Surface Transportation Block Grant Program (STBG)

The STBG program provides flexible funding that may be used by states and localities for projects to preserve and improve the conditions and performance on any federal-aid highway, bridge and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit capital projects, including intercity bus terminals.

Transportation Development District (TDD)

TDDs are special financing tools used to fund transportation-related infrastructure improvements that support new or existing developments. A TDD can be created when 100 percent of landowners within a proposed district petition the City. Once established, the district can generate revenue through mechanisms like a special sales tax or special assessments on properties within the district. These funds can be used to cover the costs of constructing or improving roads, intersections, parking facilities, and other transportation infrastructure. City Council Policy F-6 has a goal of a 10-year payoff for TDD-eligible project costs, though TDD sales tax may be collected up to 22 years. Olathe currently has the following six TDDs: Olathe Pointe Phase 1 and 2, Ridgeview Falls, Olathe Retail Entertainment District Area 2, and Olathe Gateway No. 1A and 1B.

COMMUNITY SERVICES

Community Service Program (CSP) Tax Credits

The CSP empowers nonprofit and public health organizations to launch major capital campaigns supporting initiatives like child and family services, crime prevention, youth training, and healthcare. Operated under this program, the state designates specific non-profit organizations with the authority to extend tax credits to donors who support these approved projects. By enabling donors to receive tax credits for their contributions, the CSP program serves as a significant incentive, fostering collaboration between these organizations and potential benefactors. This, in turn, amplifies the positive impact of these critical community-focused initiatives.

Department of Housing and Urban Development (HUD) Continuum of Care Grant

United Community Services of Johnson County (UCS) serves as the principal organization responsible for coordinating Johnson County's Continuum of Care (CoC) on Homelessness and annually takes the initiative to prepare the consolidated application on behalf of the CoC. As part of this role, the CoC's Rank & Review Committee is entrusted with the vital task of meticulously assessing and scoring applications from local entities. These applications pertain to a variety of projects, including the CoC's Homeless Management Information System (HMIS) project, permanent housing initiatives, and other projects that align with the criteria established by the HUD. This comprehensive approach ensures that the CoC can effectively address homelessness and housing-related challenges in the community.

Emergency Food & Shelter Program (EFSP) Grant

The EFSP grant is a national FEMA fund that supports the pressing needs of individuals facing hunger and homelessness across the Country. In Johnson County, a local EFSP Board manages funding priorities, applications, and distribution, working with the Kansas State Set-aside Committee to align efforts with community needs. By having a local board in place, Johnson County can tailor its efforts to best address the specific challenges and requirements of its community members experiencing food and housing insecurity.

Human Service Fund (HSF)

The HSF plays a crucial role in bolstering the efforts of nonprofit agencies dedicated to enhancing the welfare, personal security, and self-reliance of residents in Johnson County. In 2025, $444,640 was awarded to 20 programs that promote self-sufficiency and build well-being for Johnson County residents. Grants were allocated through both the standard HSF application process and the small grants application process through United Community Services (UCS) of Johnson County.

Sunflower Foundation Grants

Headquartered in Topeka, Kansas, the Sunflower Foundation is a prominent statewide health philanthropic organization with a clear and resolute mission. Its primary purpose is to act as a dynamic catalyst, propelling efforts aimed at enhancing the health and well-being of all residents across the state of Kansas.

PARKS, OPEN SPACE, AND RECREATION

AmericaWalks

The Community Change Grant program is a vital resource for bolstering the extensive network of advocates, organizations, and agencies dedicated to the promotion of walkability. This program actively seeks out and provides grants to initiatives that exhibit innovation, engagement, and inclusivity. These grants are directed toward programs and projects that have the potential to drive tangible change and foster opportunities for walking and physical movement at the community level.

Community Development Block Grants (CDBG)

CDBGs offer a versatile resource for enhancing recreational amenities, such as parks and trails, in the regions of the community characterized by lower and moderate-income levels. This means that these grants can be effectively leveraged to revitalize and expand recreational opportunities in the community, ensuring that all residents have access to engaging and health-promoting outdoor spaces.

Recreational Trails Grant (RTP)

The Kansas Department of Wildlife and Parks (KDWP) is a strong advocate for outdoor recreation by offering up to 80 percent reimbursement for carefully selected projects. It places a special emphasis on motorized recreation activities, dedicating 30 percent of its funding to such initiatives. Eligible projects include new trail or trailhead construction, maintenance or upgrades of existing facilities, and broader development or planning efforts. Land acquisitions and easements are also supported by this program, helping communities expand access to Kansas's natural landscapes and recreational amenities.

Transportation Alternatives (TA) Program

The Transportation Alternatives (TA) Program, administered by the Kansas Department of Transportation (KDOT), provides federal funding for projects that expand transportation choices and enhance the quality of life within communities. Eligible projects include the construction of pedestrian and bicycle facilities, trails, Safe Routes to School initiatives, and improvements to historic transportation structures.

ACTION MATRIX

The Action Matrix offers a comprehensive list of all implementation recommendations contained within the Comprehensive Plan. The matrix provides Olathe with a tool to prioritize implementation activities and projects over the life of the Plan. In addition, the matrix allows the City to evaluate and prioritize actionable items on an annual basis.

The Action Matrix indicates the following elements:

ACTION ITEM

Action items include capital projects, policy or regulatory amendments, and strategies that should be prioritized to lay the foundation for long-term Plan implementation.

TIME FRAME

The timeframe indicates when the action should be complete, or the action will be ongoing throughout the lifespan of the plan. Descriptions of each time frame are detailed below:

• Ongoing: currently being implemented, and should continue to be implemented over time.
• Short-term: less than five years.
• Mid-term: five to 10 years.
• Long-term: over 10 years.

TYPE

• Policy: Regulatory requirement or standing direction to guide decisions and standard practices.
• Initiative: Includes projects, plans, programs, studies, funding, and partnerships.

COST

Cost estimates are represented on a scale ranging from $ to $$$. Descriptions of the scale are as follows:

• $: Primarily internal staff time, limited outside funding required.
• $$: Outside consulting/funding recommended.
• $$$: Outside consulting/funding will most likely be necessary.

LEAD RESPONSIBILITY

The following matrix summarizes actions by public agencies in collaboration with the private sector that are necessary to implement policies found in the Plan. These implementation actions are not regulatory, but are intended to provide direction to City departments, public agencies, and private entities as they develop work plans, so that staff and resources can be appropriately assigned over time.

TRACKING PROGRESS

Tracking progress helps ensure that the Comprehensive Plan is being implemented effectively and allows for timely changes to keep progress aligned with intended results.

A range of tools and methods can be used to track progress, including:

• Conduct a 5-year comprehensive plan evaluation and update as needed.
• Establish key performance indicators tied to each goal area.
• Develop an annual Comprehensive Plan report card or public-facing dashboard to track progress.
• Incorporate the Comprehensive Plan as a criterion in the annual budget and Capital
• Improvement Program (CIP) prioritization process.

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Goal 4: 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

H.N 4.1 Promote the development of missing middle housing and mixed-use projects in transitional areas between or near single-family residential neighborhoods and commercial areas.

H.N 4.2 Establish complete neighborhoods which provide a mix of housing and access to amenities such as schools, parks, daycares, grocery stores, and transit.

H.N 4.3 Evaluate zoning and development standards, overlays, corridor plans, and design standards to increase ease of access for the public.

H.N 4.4 Implement strategies to encourage the development of different types of housing to provide options for people of all socioeconomic backgrounds and stages of life.

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

H.N 4.6 Support the modification of existing homes to enable residents to age in place by promoting universal design retrofits, accessibility improvements, and financial assistance programs for home adaptations.

H.N 4.7 Educate the public about the necessity to increase attainable housing by emphasizing its role in serving people in all stages of life.

STRATEGIES

C.F 10.1 Support the enhancement and development of current and future gathering spaces throughout the city, including Downtown, neighborhood centers, parks, and other community hubs.

C.F 10.2 Partner with local developers and outside organizations/funding agencies to incorporate park and trail networks in new developments.

C.F 10.3 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.

C.F 10.4 Implement context-sensitive traffic-calming measures on collector and local streets, both public and private, as necessary.

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

C.F 10.6 Continue to support library services to provide high-quality amenities and educational opportunities.

C.F 10.7 Continue a high level of fire protection, public safety, and police protection throughout the city.

C.F 10.8 Implement a maintenance plan for community facilities to provide consistent upkeep and safety.

C.F 10.9 Create distinctive gateway designs featuring landscaping, signage, and art to strengthen Olathe’s visual identity.

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.

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.

OLATHE

K A N S A S

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