On the agenda: Ottawa meeting — Data Center (Feb 25)

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OTTAWA CITY COMMISSION
Wednesday, February 25, 2026 - 4:00 pm
In accordance with the Kansas Open Meetings Act (KOMA), this
meeting is open to the public and will be held in person at the
location listed above.

I.

STUDY SESSION AGENDA
PrimeTime Grille - 2204 S. Princeton Circle Drive, Ste. B
If you need this information in another format or require a
reasonable accommodation to attend this meeting, contact the City’s
ADA Coordinator at 785-229-3621. Please provide advance notice of
at least two (2) working days. TTY users please call 711.

ITEMS FOR PRESENTATION AND DISCUSSION (Click on the item to access the attachment)
A. 2026/2027 Commission Priorities - Interim City Manager (Pp. 2 - 6)
B. Downtown Master Plan - Interim City Manager (Pp. 7 - 15)
C. Comments by Interim City Manager
D. Comments by City Commissioners

II. ANNOUNCEMENTS
A. March 4, 2026
B. March 11, 2026
C. March 18, 2026
D. March 25, 2026

Regular Meeting - 7:00 pm, Ottawa University Student Union
Regular Meeting - 4:00 pm, City Hall
Regular Meeting - 10:00 am, City Hall
Study Session - 4:00 pm, City Hall

III. EXECUTIVE SESSION
A. Motion: I move the Commission recess into executive session to discuss ___________________________.
The justification for the closed session is ______________ by K.S.A. 75-4319( )( ). The open meeting is to
resume in this room at _______.
IV. ADJOURN

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Date: January 2026
Subject: 2026 Policy Priorities, Sales Tax Implementation, and Commission
Expectations
Purpose
This memo provides my interpretation of the outcomes and guidance to staff
following the January 19, 2026 planning session of the Ottawa City Commission. The
intent is to clarify priorities for 2026, align expectations around implementation and
communication, and establish a shared framework for decision-making, budgeting,
and Commission–staff engagement.
2026 Policy Priorities and Direction (Matrix in Attachment A)
The Commission’s planning session focused on identifying unfinished and emerging
policy priorities and evaluating them through a priority-versus-resources lens.
Commissioners used this process to provide directional guidance rather than
finalize projects or budgets.
Key expectations for 2026 include:
• Emphasis on execution and follow-through
• Realistic sequencing based on capacity and funding
• Alignment between priorities and voter-approved resources
• Continued use of the City’s North Star Statement as a guiding framework
Sales Tax Implementation and Public Accountability
With the sales tax approved by voters in November, the Commission views 2026 as
a year of delivery and visible progress.
Staff are expected to demonstrate early, tangible progress on major priorities such
as streets, aquatics, and sidewalks, clearly communicate how sales tax dollars are
being deployed, and balance near-term progress with long-term fiscal sustainability.

January 21, 2026 | Page 1

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The Commission recognizes the need to balance pay-as-you-go funding with
bonding or short-term debt to accelerate delivery of high-impact projects while
preserving future flexibility.
Use of Transient Guest Tax (TGT)
The Commission discussed both potential uses of TGT revenues and a streamlined
approval process for smaller requests.
Potential uses may include economic development, city promotion and marketing,
beautification initiatives, and events that support visitation and community vitality.
The Commission expressed interest in granting staff authority to approve up to 10%
of total annual TGT receipts for smaller requests, with individual awards generally
limited to $1,500–$2,000.
Staff will develop proposed policy language for Commission consideration that
addresses eligibility, approval limits, reporting, and accountability.
Staff Budget Authority and Commission Oversight
The Commission reaffirmed the importance of appropriate staff-level budget
authority within adopted budgets, paired with clear communication when decisions
may have broader policy or financial implications.
Study Sessions
The Commission expressed a desire to hold monthly study sessions that are less
formal than regular Commission meetings, focused on learning and discussion, and
limited to one or two topics per session.
Overall Guidance
Success in 2026 will be defined by focused execution, visible results from voterapproved investments, thoughtful sequencing, and clear communication.

January 21, 2026 | Page 2

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Exhibit A - Priority alignment session held January 19, 2026
(Notes provided by City staff)

The Commission’s planning session focused on identifying unfinished and emerging policy
priorities and evaluating them through a priority-versus-resources lens. Commissioners used this
process to provide directional guidance rather than finalize projects or budgets.

Prioritization & Voting Results

Following discussion, voting, and placement on the Priority vs. Resources matrix, the following
items emerged as the highest priorities:
Priority

Votes

Notes

Aquatics

3

2026 aquatics planning

Streets / Sidewalks

3

Core service expectation and visibility of plan

Delinquent Utility Receivables

3

Immediate fiscal impact; policy/process driven

Sales Tax Allocation

2

Focus on clarity of use and public trust

TGT Allocation

2

Allocation clarity needed

911 Contract

2

Intergovernmental agreement update

NRP & Development Incentives

1

Investment impact evaluation

City Manager Transition

1

Community engagement

Building Plan Process Review

1

Consider process improvement, CBO, and preapproved house plans

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Other Items Discussed

While all items were acknowledged and documented, not all items advanced through the
prioritization and voting process. These topics were considered informational, exploratory, or
situational and did not rise to the level of immediate action, major investment, or policy change at
this time.
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•
•
•
•
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•
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Chamber / Main Street
Sister City
Carnegie Building – identify best use and plan for use
Fireworks – Policy discussion
Dogs Ordinance – Policy discussion
Levee Toe Drains
Credit Card Fees – Policy discussion
Downtown District – Sales Tax (conceptual only)
Proximity Park financial impact (informational)
Data Center placement (informational)
FCDC (contextual discussion)
Comp Plan/Future Land Use
Infrastructure Upgrades
Property Tax Rebate

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City of Ottawa
City Commission Study Session
February 25, 2026
TO:
SUBJECT:
FROM:
AGENDA:

City Commission
Downtown Ottawa
Blaine Finch, Interim City Manager
For Discussion

Purpose: Conduct a discussion of current opportunities and challenges facing downtown Ottawa
as a distinct district and consider a strategic direction for future investment in the area.
Background: Ottawa’s downtown has long been the historic and cultural heart of the
community. Several recent initiatives have sought to raise funds, secure grants, and make
improvements to the downtown district. These include:
•
•
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Ottawa Main Street Association request to seek Attraction Grant funding for signage.
City of Ottawa obtaining grant funding for tree replanting in Forest Park and downtown
area.
Ottawa Community Partnership Inc., efforts to raise funds for downtown speaker system.

These efforts, and already awarded funds in the case of the tree grant,, have created internal
discussion regarding next steps. In what can best be described as a cascade effect, these projects
have highlighted long needed and larger scale improvements in the downtown area that have
been delayed or are only recently becoming apparent.
For example, the addition of speakers highlights that the current light poles will not support
attachment, the poles would need to be replaced, the electrical wiring supporting the lighting
needs to be replaced, replacing the wiring would affect sidewalks, traffic signals, and
intersections. Paving, sidewalks, and signalization all raise further questions about accessibility,
traffic flow, the need for multiple traffic lights, and so on.
The goal of the discussion is not to solve all such issues, but to begin a conversation about
whether, and how, investment should be coordinated so that both large issues and smaller
opportunities can be addressed in a logical and cost-effective manner.
Items for Discussion:
What priorities does the commission have for downtown?
What do you like about Ottawa’s downtown currently?
What do you wish was different?
What do you see in other downtowns that you wish we could bring here?

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Where do downtown improvements rank in comparison to other community needs? For example,
streets, recreation, etc.
Who should be at the table as the future of downtown is discussed?
Recommendation: City staff recommends a more comprehensive approach to the future of
downtown Ottawa. The multiplicity of needs, large variety of stakeholder interests, and the
importance of this area to the community all argue in favor of a more holistic approach, up to and
including an RFP for a consultant to engage in a master plan process.
Materials & Attachments: Attached to this briefing memo are the following supporting
documents:
• Notes from a prior staff meeting held on December 18, 2025, compiled by Utilities
Director Scott Snethen.
• Memo from Public Works Director DJ Welsh regarding public works issues in the
downtown district.
• Email from Ottawa Main Street Director Sara Stouffer regarding Main Street’s
recommendations and desired improvements.
Financial Considerations: The Commission will hear from Finance Director Melanie Landis on
some methods to fund a downtown master plan should the Commission decide to pursue such a
plan.

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Summary (Downtown/Central Business District
Coordination Meeting)
The group agreed Ottawa has too many downtown ideas sitting in “concept
mode” (lighting, speakers, trees/landscaping, paving/streetscape, public art,
utilities, etc.) and it’s inefficient to keep tackling them one-off without a
coordinated plan. Everyone acknowledged that meaningful downtown work
will require a substantial financial commitment (City + potential
outside/donor participation) and tight coordination across stakeholders to
“make it work and make it work good.”

Key issues and projects discussed (10-year outlook)
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Street lighting infrastructure (Main St.): Existing underground conduit
system is failing/blocked (water/mud intrusion, can’t pull wire). A
contractor provided a rough estimate of ~$1.3M–$1.9M for street
lighting replacement (new conduit/poles/lights), not including traffic
signals. There are roughly ~66 fixtures discussed.
Traffic/vehicle movement strategy: Traffic signals may not be
“required” per older studies, and alternatives were raised (roundabouts
at several intersections, potential road changes from 4 lanes to 2 lanes,
broader “how we move people through downtown” conversation).
Consensus: traffic belongs as a major category to be addressed in the
next 10 years.
Walkability, ADA/accessibility, and public space: Strong emphasis
that downtown needs better accessibility (mid-block access is limited;
the busiest blocks lack it). Sidewalk conditions and the need for more
consistent accessible entry points were discussed.
Trails interface (First & Walnut and broader CBD): The trail alignment
and visibility/signage at the intersection of two trails was highlighted as
a safety and identity opportunity (better signage, design changes to
prevent pedestrian conflicts, potential monument/placemaking
element).
Utilities and alley conditions: Utility conflicts and the
“underbelly/canopy” structure came up. The view from the

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•

•

•

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legal/practical side: the canopy is not a paint-only fix, long-term it
should come down; practically, it’s likely the City ends up owning the
solution because collective private funding is unlikely. The group
discussed documenting building conditions beforehand and
reimagining the space as a pedestrian connector if the canopy is
removed.
Stormwater and sewer concerns: Generally Main Street drains “pretty
well,” but a few problem locations were mentioned (including water
backing into buildings during events/rainfall and a clogged inlet). Sewer
issues near the canopy area were described as contributing to
backups, and smoke testing was referenced as a tool to pinpoint issues.
Legacy Square/green space maintenance: The green space looks poor
largely because it lacks irrigation and consistent turf maintenance;
options discussed included irrigation, synthetic turf (not “set it and
forget it,” costly to repair), or re-establishing turf via overseeding with
drought-tolerant blends.
Trees/landscaping: The group wants trees downtown for aesthetics,
but acknowledged the harsh environment (short life expectancy in
concrete). A grant deadline/requirement was noted (work must be
within the eligible mapped area north of the river/CBD), and irrigation at
corners was discussed as a likely design requirement to avoid ongoing
volunteer/staff hose-watering.
Property/parking lot item (3rd Street / old fire station area): Idea
raised to eventually transfer a City-owned lot primarily used by
adjacent apartments to those property owners, after street construction
so the City retains flexibility and easements during work.

Direction/consensus
The meeting landed on the idea that the City should stop piecemealing and
instead pursue a single, cohesive downtown/Main Street design process
that integrates engineering + urban design/planning and includes business
owners/Main Street stakeholders and the public. A design cost ballpark of
~$250,000 was referenced for this type of professional work.

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Next Steps (as outlined in the discussion)
1. Begin Commission-level conversations in January 2026 about moving
forward with an RFP for a design professional (focused at least on Main
Street; Walnut/Hickory may be phased or scoped separately).
2. Identify and line up funding sources for the design effort in 2026 (TGT
funds were mentioned, plus potential grants), with the intent to make
this an official 2026 project.
3. As design begins, ensure the scope explicitly covers: traffic pattern
decisions, utilities (including relocating/modernizing conduit
strategy), streetscape/walkability/ADA, trees/irrigation, trail
crossings/wayfinding, and public engagement/workshops.
4. Track and comply with the tree grant deadline/eligibility
requirements, and determine a contingency plan if downtown timing
doesn’t align (alternate eligible planting locations still within the
required area).

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Downtown Projects:
1. ADA Curb Cuts. (Mid-Block)
a. During the community engagement process, accessibility was mentioned
multiple times as an area needing improvement, specifically the need for
more accessible spaces located mid-block rather than only near
intersections.
b. A downtown business, ECKAAA, expressed concerns that their elderly
clientele do not always have reasonable access to accessible parking
spaces near their entrance. Limited mid-block accessible parking creates
barriers for individuals with mobility challenges, making it difficult for them to
safely and conveniently access services.
c. The existing accessible parking locations force individuals with mobility
limitations to travel farther distances than necessary to reach their
destination, which increases their exposure to traffic, and weather-related
hazards. This presents an increased safety risk, particularly for elderly
residents.
d. Ensuring convenient access for elderly and mobility-limited individuals helps
support downtown businesses, maintains customer access, and strengthens
the overall economic vitality of the downtown district.
2. Pavement
a. Main Street from the Bridge to 5th Street in the downtown district was on the
list to be Mill and Overlayed in 2026.
b. With the PCI averaging nearly 60 in the downtown area, some of the lanes
experiencing some rutting, and extreme cracking in the pavement it is time to
update the driving surface.
3. Corner Trees/ Beds
a. The downtown trees (Bradford Pears) have outgrown their intended use, and
we have seen several of them begin to break or even fall over.
b. They are too large for the locations they are in causing walkability issues, and
in some instances visibility issues.
c. We received a grant last year that would allow us to replace these trees at
minimal cost.
d. Consideration needs to be taken to the rest of the corner beds and their
aesthetics. Maintenance concerns, ability to water, etc.
4. Walnut Street Trail Crossing
a. During some of the focus groups we spoke with for a grant opportunity, as
well as feedback from our community engagement survey, the intersection of

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the PSRT and the FHT where it meets at the area of 1st and Walnut raises
safety concerns.
b. The FHT going down the center of Walnut with no barriers was a concern
mentioned.
c. Drivers turning south from 1st Street onto Walnut cross into the trail system
causing concern for trail user safety as they utilize the FHT.
d. Minimal signage directing trail users and/or drivers of the trail crossings.
e. Should have signage highlighting the intersection of the trails.
5. Parking Lot at 317 S. Walnut
a. This small lot is mainly used for the residents in the apartments that sit on
the north and south side of it.

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From:
To:
Subject:
Date:

Ottawa Main Street
Blaine Finch
OMSA Perspective/Considerations
Wednesday, February 18, 2026 5:21:51 AM

Blaine,
Thank you for including OMSA in the conversations. I appreciate being part of the discussion
at the early stages. I was asked to email you OMSA perspective and key considerations
regarding a downtown master plan.
When looking at the overall scope of a downtown study and streetscape project, our OMSA
feels strongly that the focus should be both on supporting downtown business owners and
strengthening the infrastructure that makes downtown inviting, accessible, and vibrant.
A few key priorities we believe are important to highlight to the Commission include:
• Accessibility Improvements – Adding more accessible handicap parking spaces throughout
downtown is a priority. Ensuring compliance while also making it convenient for residents and
visitors of all abilities is critical.
• Street Corner Improvements & Maintenance – We would like to see the street corners
designed with uniformity and lower-maintenance landscaping. Exploring options such as
built-in water irrigation systems would help ensure longevity, reduce volunteer strain, and
maintain a polished appearance year-round.
• Pedestrian Connectivity – Clear pedestrian walkways, from and around trails, with
cohesive signage leading into downtown from surrounding areas are essential. Wayfinding
signage that directs people to downtown businesses, parking, and attractions would strengthen
overall traffic flow and visibility.
• Attraction & Placemaking Elements –

Speakers for events and the ability to play music throughout the day to enhance
atmosphere.
Decorative light poles designed to accommodate hanging baskets as well as
interchangeable flags for seasons, special events, or Ottawa University partnerships.
Interactive murals that encourage engagement and photo opportunities.
Historic Education & Walking Tours – Updating and expanding our historic educational
stands throughout downtown. We would love to see more accessible and engaging
walking tour reading options that provide education about the history of our downtown,
buildings. This helps preserve our story while creating an interactive experience for
visitors and residents alike.
Small swan statues placed throughout downtown, tying into our river history and
creating a unique identity feature.-This is farther down the road.
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We believe these elements collectively support economic vitality, increase foot traffic, and
enhance the overall experience for residents, students, and visitors alike.
I look forward to continuing the conversation and collaborating as plans develop. Sorry I am
not able to attend next week as my quarterly training is in Topeka at that time.

Thanks
Sara
Sara Stauffer
Ottawa Main Street Association
785-214-0722
[email protected]

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