Land Use and Our Community

Quality of Life and Our Community

Economic Development and Our Community

The City of El Dorado held a "Focus Session" on October 28, 1999 to provide an opportunity for residents, land owners and business leaders of El Dorado to identify issues that are critical to the community. The session was open to the public and invited stakeholders. Approximately 50 participants from the community (including county and area-wide representatives) discussed ranking the important issues facing the City of El Dorado, now and in the future.

The process for Issues Identification used at the Focus Session was a structured idea-sharing process. "Break-out" groups were formed to discuss the issues that were considered by the entire group. The break-out groups discussed the following series of issues:

1. Future Land Use: issues discussed related to the location, type and quantity of land uses as El Dorado grows.

Information from the "Focus Session" was used as a basis for the follow-up "Policy Charrette" workshop held in the following month on November 18^th. The policy planning workshop was attended by more than 50 participants who worked all evening in study groups—with detailed "Workbooks" and area maps—to develop community policies and "action steps" that address the critical issues facing the El Dorado community. The issues were discussed in terms of both the near-term (the immediate five-year period) and long-term plans (up to twenty years in the future).

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Two teams, 1 and 4, addressed land use issues facing El Dorado. The following is a combined summary of the questions posed and the teams’ responses.

1. Home Maintenance. The weaknesses of the community in terms of home maintenance stem from both an inability to pay for upkeep and a perceived "lack of pride" in certain areas. The need for increased code enforcement was cited as a means to encourage cleanup. The following areas were sited as areas of El Dorado where a home improvement program could be targeted include:

• The salvage yard west of the City on Central Avenue;
• The Sixth Street corridor;
• The Broadview Street corridor;
• The area east of Main Street between Eight Avenue and Tenth Avenue;
• The area northeast of the intersection of Country Club Road and McCollum Road;
• Areas within Washington Street east to Vine Street between Second Avenue and Sixth Avenue;
• Areas within Washington Street east to Gordy Street between Olive Avenue and Towanda Avenue;
• South of Towanda Avenue east of Haverhill Road; and
• Areas within Gordy Street east to Vine Street between Central Avenue and Pine Avenue.

• Seeking grant money;
• Offer tax credits/abatement for improvements;
• Working with local banks and financial institutions to offer/promote low interest loans for elderly and limited income residents;
• Developing/promoting an "adopt a neighborhood" program and encourage the formation of neighborhood associations;
• A clean-up/fix-up week to support investment, with the city providing hauling services;
• Support local efforts to improve housing;
• Developing recognition program for property owners who are making improvements;
• Working with residents to increase property maintenance, including actively citing regulations and enforcing codes;
• Focusing on older neighborhoods to help avoid new maintenance problems;
• Making public improvements such as curb and gutter improvements to spur private improvements.

1. Response to Growth. The City targets growth areas based upon an ability to serve the area. Emphasis should be placed on servicing existing areas and new development that "pays its own way". The Capital Improvements Program (CIP) should balance new investment (to serve growth) with existing investment (to maintain what we already have in older areas). Directions for new growth are based upon land use.

• South of Central Avenue, west of Haverhill Road;
• South of Towanda Avenue, west of constant creek (a potential annexation area);
• North of Southwest Trafficway, south of Adams Avenue;
• South of Union Pacific Railroad, east of Walnut River along the north and south sides of Kansas Highway 54;
• East of Santa Fe Railroad, west of the Walnut River between Sixth Avenue and Twelfth Avenue;
• North of McCollum Road, east of Hazlett Road and west of Country Club Road; and
• North of Fourth Avenue, east of Vine Street.

• North of Union Pacific Railroad, south of Township Road between Oil Hill Road and Topeka Street; and
• North of Santa Fe Railroad west of Main Street.

• West of Main Street, north of Twelfth Avenue;
• East of Main Street, north of McCollum;
• West of City along Central; and
• Along Central (redevelopment of residential property).

• Along the Walnut River north of Ninth Avenue; and
• Within all new residential neighborhoods (see above).

• Continue planning for construction of a Northwest and Northeast Trafficway;
• Football Stadium with adequate parking;
• Recycling Center equipment; and
• Snow removal equipment.

• Incompatible residential development;
• The truck stop south of Central Avenue, east of Diagonal Road;
• The area next to Super 8, north of Central Avenue;
• The TV & appliance store northeast of the intersection of Haverhill Road and Central Avenue; and
• The restaurant and old Subway west of Jones Street.

1. Available Housing. A void exists in the multifamily housing market. One way the city could encourage multifamily housing is to work with landowners to zone land for multifamily uses prior to development. This would encourage development of land determined to be appropriate for multifamily housing and minimize the development of high-density residential uses in areas that are incompatible with existing uses.

• North and South of River Road, east of the Walnut River; and
• South of Towanda Avenue east of the Walnut River.

• South of Kansas Highway 54 east of Walnut River;
• South of Towanda Avenue, east of Haverhill Road;
• North and South of River Road, east of the Walnut River; and
• Along Haverhill Road and Broadway Street between Sixth Avenue and Rado Avenue.

1. Infrastructure. Emphasis should be placed on long-term improvements instead of temporary fixes. For example, streets should be scarified to eliminate weak spots prior to applying overlays. This more permanent improvement should be used when possible as opposed to a slurry seal or chip and seal repair. A need to repair the bridges on North Main Street was identified.

Investment in the infrastructure in the area north of Twelfth Avenue, between North Main Street and Country Club Road was felt to be needed. A need to improve existing sewer was also identified. Sewer along Meadow Road and North Main Street were cited as examples. It was determined that these and other improvements should be funded by increases in sales tax when possible.

2. Historic Preservation. The downtown should be the focus of preservation. A committee should be formed to identify those areas in need of improvement and to encourage renovation/preservation. A partnership should be formed between the City and downtown business owners to address preservation and building vacancy. The following improvements were recommended to improve downtown:

• Temporary displays used to fill vacant windows;
• Removal of the building facades and restoration of the original storefronts; and
• Destruction of buildings beyond repair to allow for infill development.

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Two teams, 2 and 5, addressed quality of life issues in El Dorado. The following is a combined summary of the questions posed and the teams’ responses.

1. Recreation. With the exception of a need for soccer fields, the recreation facilities and activities available in El Dorado are felt to meet the needs of the community. These activities are well advertised and promoted through use of the El Dorado Times, local TV and mailings.

• Gathering places/shelters;
• Emergency phones;
• Rest stops/benches;
• Trash receptacles; and
• Water fountains.

1. Safety. A variety of safety concerns were identified throughout the city. The need decrease traffic flow, update and coordinate traffic signals and repair or improve infrastructure were identified.

• The intersection of Main Street and Twelfth Avenue;
• Twelfth Avenue and the Santa Fe Railroad;
• Main Street at Eighth Avenue;
• Main Street at Sixth Avenue; and
• Central Avenue east of Griffith Street especially at the Walnut River Bridge and the Santa Fe Railroad crossing.

• Washington at Sixth Avenue;
• Third Avenue at Residence Street and Denver Street; and
• Towanda Avenue at Skelly Street.

• Sixth Avenue at Haverhill Road and Main Street;
• Central Avenue at Haverhill Road and Arthur Street;
• Main Street at Twelfth; and
• Vine Street from Central Avenue to Third Avenue.

• Traffic lights need to be updated to increase traffic flow at the intersections of Haverhill Road, Summit Street and Vine Street with Central Avenue;
• The bridges located on north Main Street, East Central and 9^th Avenue need to be improved;
• A center turn lane is needed on Main Street from Sixth Avenue to Eighth Avenue;
• The merge markings/signs located at the intersection of Third Avenue and Vine Street need to be improved;
• Truck routes need to be marked more clearly and then enforced;
• The pedestrian traffic to the Criss Addition should be addressed;
• School zone lights should be installed on Twelfth Avenue; and
• Sidewalks are needed on Sixth Avenue, north of Lincoln, west of the crosswalk.

1. Beautification. El Dorado has several positive assets that represent and reflect a desired image of the community. These images are often offset by distraction and negative perceptions of the community. These distractions should be addressed in order to project and market the community and better quality of life.

• The Butler County Community College;
• Downtown beautification project improvements;
• Historic building in downtown and the downtown core area;
• City parks;
• The hospital;
• The train depot; and
• The museum.

• The Texaco and Coastal/Derby refineries;
• South Main Street;
• Vacant buildings;
• Unimproved streets;
• Poorly maintained property;
• Dilapidated or abandoned structures; and
• The perceived and/or real image of the south and west portions of the City.

1. Education. The El Dorado school system is an asset to the community. The schools strength including small class sizes, strong curriculum, school spirit, and extracurricular activities such as the music and sports programs help draw and retain residents. These assets should be further promoted by advertising in surrounding communities -- in the "Neighbors" section of the Wichita Eagle for example. In addition, students visiting other communities during sponsored events act as delegates to El Dorado. The school should consider dress and behavior codes to ensure that a positive image is projected.

• The expansion of existing parking;
• More "school zone" signage; and
• Security cameras to monitor activity in the parking lots and after hours.

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Two teams, 3 and 6, addressed economic development issues facing El Dorado. The following is a combined summary of the questions posed and the teams’ responses.

1. Diversification of the Tax Base. The City should help attract diverse industries by partnering to pursue grants, offer tax abatements and other tools available. The City should focus on attracting businesses with higher paying wages, with an emphasis on increasing the average wage scale. Opportunities to foster expansion of local industries should be emphasized as well. West Central is home to the City’s largest concentration of new development. The City should focus on attracting new business to areas outside of this area and within USD 490 so that local schools benefit from the tax revenue generated and are able to remain competitive.

• The Coastal/Derby refinery and "tank farm" (although still in operation, the City should begin to seek opportunities now);
• The area west of the refinery across the interstate;
• The area along the Santa Fe Railroad from Sixth Avenue to Fourteenth Avenue;
• The area north of the Santa Fe Railroad, south of Locust Avenue, east of Main;
• The area north of Locust Avenue, south of Central Avenue, east of Griffith Street;
• The area south of Central Avenue, north of Towanda Avenue and between Township Road and the Constant Creek; and
• The area around the intersection of Union Pacific Railroad and Santa Fe Railroad.

1. Education. The El Dorado public school system is felt to be complete with the exception of a need to provide more Vo-Tech opportunities and life/work skills training. A need to provide diversity in community courses was identified. A partnership between the El Dorado High School, Butler County Community College and local industries should be fostered to provide greater opportunities to all interests. Opportunities identified include:

• Provide more life/work skills education through high school courses and non-credit community courses, i.e. personal finance, building a resume, interview skills, computer skills, etc. Survey community to determine need and desire for other community courses;
• Provide "high-tech" medical training to augment the success of local health facilities and nursing programs;
• Develop job shadow and career day programs to introduce students to local opportunities and employment options; and
• Focus on retention of El Dorado citizens by matching education and skill development to community needs.

1. Housing. Although a variety of housing types are available, voids exist in the El Dorado housing market. The following voids were identified:

• Low- to moderate-income housing with basements ($50,000 - $80,000);
• Upper-middle income housing ($130,000 to $150,000);
• Single story housing designed to meet the needs of senior citizens; and
• Affordable student housing in close proximity to Butler County Community College.

• Target infill development in older portions of town by allowing use of non-conforming lots - lots that don’t meet minimum requirements (amendment to zoning needed). Place an emphasis on infill development and use of property that can be served by existing utilities;
• Develop smaller scale multifamily uses in close proximity to downtown (within easy walking distance) to support commercial growth in downtown;
• Require landscaping in residential neighborhoods to increase quality of life and aesthetics (a lack of new homes with adequate landscaping exists); and
• Work to provide alternatives such as smaller homes, retirement centers, continuum care facilities and nursing centers to seniors. This will allow turnover of older homes and help encourage reinvestment in older neighborhoods.

• The area north of the Walnut River, south of the Santa Fe Railroad, west of Main Street;
• The area south of Twelfth Avenue, north of Sixth Avenue, east of Main Street;
• The area east of Topeka Street north of Sixth Avenue, and south of Tenth Avenue; and
• The area between Main Street and Washington Street, from Towanda Avenue north to Olive Avenue.

• East of the Walnut River north of Kansas Highway 54;
• South of Kansas Avenue, west of the Southwest Trafficway;
• West of Haverhill Road on the north side of Towanda Avenue;
• North of Sixth Avenue, west of Waco Street; and
• South of the City on Haverhill Road.

1. Public/Private Partnerships. The development of public/private partnerships between the City and other local and regional agencies with developers, investors, special interest and citizens groups can serve as a catalyst to achieving community goals and objectives. The following desired partnerships were identified:

• Partner with KDOT to expedite new interchange selection and to address the option of north outer road running west. Also work to improve signage, lighting, signalization and striping on state roads such as the Business Loop;
• Partner with the Chamber of Commerce, Economic Development Commission and downtown business representatives to strengthen downtown. Work to bring "magnet project" or anchor that would draw other business and users to downtown. One such possibility is the renovation of the old Masonic Lodge with a restaurant at street level with office/lease space above;
• Partner with the County to ensure compatibility of development of land within identified growth areas and to annex these areas as the City grows and pursue extraterritorial zoning jurisdiction;
• Partner with the parties interested in the expansion of the airport to pursue FAA grants and to determine the feasibility of developing an industrial park accessing the airport;
• Partner with the Army Corp of Engineers and the County to study the feasibility development around El Dorado Lake;
• Partner with KDOT to address road expansion (e.g. Kansas Highway 254, 196 and 54) and to address the need for turn lanes and to reduce curb cuts on these roadways;
• Partner with downtown business owners to address building restoration, preservation and vacancy;
• Partner with utility companies and homeowners to coordinate neighborhood improvements so that improvement opportunities are not missed. For example, the cost to improve sewer or water lines would be less if completed during road resurfacing projects;
• Partner with owners of dilapidated or poor quality structures or land to demolish/cleanup sites. City could recuperate expenses from owner following the sale of the land. This would expedite the cleanup of these sites, provide infill opportunities and could serve as a catalyst to private investments;
• Partner with other local agencies to increase public involvement and foster better communication and education regarding community issues;
• Partner with Chamber of Commerce and Business Associations to market El Dorado as a unique community to draw residents moving from Wichita.

1. Downtown Commercial versus Commercial Center. Downtown is a unique feature of El Dorado that many citizens relate with. The downtown has historical and cultural significance that should be preserved for future generations. The City should work to build on and market strengths and eliminate or minimize weaknesses. Following are strengths and weaknesses of the downtown:

• Community assets and facilities such as banks, the Civic Center, YMCA and restaurants draw users;
• The success of recent beautification projects; and
• Character.

• Access;
• Competition from retail on West Central;
• Lack of parking;
• Hours business are open;
• Lack of activity; and
• Limitations of existing structures.

• Promote an active downtown. Limited parking, limited hours of operation and lack of activity after 5 p.m. and on weekends detract users from downtown. Develop parking alternatives such as freeing up existing parking by providing employee parking behind buildings instead of allowing it in front;
• Attract a greater variety of activities. Restaurants, sports bars, which would draw evening users could complement daytime retail uses in downtown (shared parking);
• Specialty shops should be targeted for downtown (shoe stores, country western store, specialty clothing store, gift shop, etc).
• Work with the business community to pursue grants and other means of funding for redevelopment and revitalization of downtown;
• Develop a neighborhood stabilization program to promote property maintenance and public investment in residential neighborhoods around the square (2 block radius and along primary accesses); and

Build on improvements already made. Add more landscaping and relocate benches to face the streets.

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