Community Involvement
The Delano neighborhood is in a unique position. The diversity of the neighborhood resources and strong commitment by its religious institutions are assets that should be exploited in the overall improvement efforts. The 3-D organization (The Delano Neighborhood Association, The Delano Business Association & The Delano Clergy Association) have shown a great deal of momentum and neighborhood leadership. This role is a fundamental step in gaining residents trust, confidence, participation and empowerment in this process.

While it is recognized that this role cannot be undertaken by the 3-D alone, it is evident that a variety of community stakeholders including city leaders, Friends University, the school board, law enforcement officials and the United Way realize a need to pull together for a successful neighborhood development effort.

Although physical improvement was the main focus of the Delano neighborhood plan, strong emphasis must be placed on social issues raised in the planning process as well. Public safety, poverty, family and senior citizen services, job training and community fund-raising should be addressed. Creating a partnership with various community organizations will help provide an effective remedy to address these issues.

It is recommended that a Community Development Corporation be formed to take the lead initiative in implementing elements of the neighborhood plan (that are not CIP-related improvement projects) by taking advantage of various programs provided under the Neighborhood Revitalization Plan. Such programs offer a list of opportunities intended to revitalize certain areas in the City of Wichita; and the Delano neighborhood is within these areas.

In order to achieve the objectives outlined in this plan, the following provides a framework for a successful implementation phase.

Leadership and Commitment
Various elements of this plan provide the blue-print in guiding neighborhood stakeholders and the City in how to direct the proposed development options in the neighborhood. The plan is realistic and based on the input of the neighborhood. The successful outcome of this plan depends entirely on how the community champion this plan through implementation Neighborhood down-zoning from industrial to residential should provide the backdrop for the development and redevelopment programs. After successful adoption of this plan by stakeholders and the Wichita City Council, the next step should be for the City to change zoning as required emphasizing the City’s commitment to this plan.

Organization
A Community Development Corporation should be formed to provide the link between government and the neighborhood. This group provides the mechanism for involving local leadership, citizens, institutions, and business as co-participants from public and private sectors in making decisions affecting the Delano Neighborhood. It includes merchants, property owners and representatives of local government. The CDC has the potential to direct the resources and energies to its member organizations and citizens into areas important for successful revitalization. This group can serve as a vehicle through which many individually owned parcels of land can be assembled for development or redevelopment as an integrated whole. The private sector provides the largest dollar investment, but local government should lead the way by providing seed money to start.

Financing Strategies
One of the most critical keys for success for the development program is martialing the financial resources to adequately fund development options. Sources of funding for the CDC should come from both the non-profit sector and the City of Wichita. There are a number of sources that can be tapped into for this purpose including: Community Development Block Grant, Historic Preservation and Low Income Tax Credit Program, Annie E. Casey Foundation, Johnson Controls Foundation and Fannie Mae Foundation. Funds from these programs could assist with property acquisition, site development and architectural work. Other funding sources are described below:

• General Obligation Bonds: Some projects will be undertaken by the City as part of the annual capital improvement programs. Those projects not financed from annual operating funds will be financed by general obligation bonds, backed by property taxes.

• Special Assessment Districts: Certain downtown improvements in the past, such as parking lots and sidewalk improvements, have been financed by special assessments. This method of financing should be explored for a portion of the redevelopment plan.

• Business Improvement District: A Business Improvement District can also be established in the study area, and businesses within the district levied a "business improvement service fee". The fee can be used for services beyond those traditionally provided by the City, such as landscaping, beautification, pedestrian amenities, and services such as litter control and security.

• Special Loan Programs from local finance institutions: These loans are established specifically to encourage storefront and building facade improvements. The local financial institutions could make available certain funds on favorable loan terms.

Neighborhood Revitalization Plan Programs
The following is a list of programs that can be utilized for in-fill and rehabilitation under the Neighborhood Revitalization Plan for the city of Wichita:

1. In-fill Housing incentives:

   • This is intended to create a pool of funds to assist homeowners with down payment costs.

   • Provide a pool for grants/loans for the rehabilitation of deteriorated homes in target area.

   • Utilize state low income housing tax credits for rental properties.

   • Assemble land for in-fill projects for developers who have a redevelopment plan that can be implemented as opportunities arise.

   • Utilize existing program to waive or discount building permit fees.

   • Develop program with local lenders to waive or lower up-front lending costs.

2. Economic Development Loans. Such loans are provided for small and minority businesses to finance fixed assets including purchase of land, building, and building renovation.

3. Tax Rebate. This program provides tax rebates for new construction, addition to existing property and rehabilitation. The amount of tax rebate is based on the value of building permit and is established for five years, subject to exclusion and restriction.

4. Neighborhood Assistance. General funds would be provided for a matching grants program for community organizations to identify, design and complete projects that improve quality of life within the neighborhood.

Not-for-Profit Community Development Corporation
The 501 (c) 3 corporation can receive loans and grants from both public and private sources while maintaining a tax-exempt status, thus ensuring a continuous funding source to help finance neighborhood improvement projects.

Business Improvement District
B.I.D.’s are subject to state law and are established by the City to provide for "additional and extended" service to businesses in the district. Such services can include beautification, landscaping and pedestrian amenities, services such as litter control or security, maintenance of sidewalks and other public areas, parking, planning and design, and promotions, events, and activities.

State law prescribes that a planning committee is established prior to the formation of a B.I.D. to determine district boundaries, services to be offered, and the financing method. The process is subject to a public hearing. An advisory board must be established which is representative of the business within the district.

Once the boundaries, services, and board are established by the advisory committee, the city may levy a "business improvement service fee" annually to the businesses in the district. Many times the site is "filtered" at a certain rate along major streets and a lesser rate elsewhere. The fees are usually a few cents per square foot. Fees can also be levied on store front footage, number of employees, and other methods. By state law, service fees cannot be levied against properties used for governmental, educational, religious, or charitable purposes. It is important to define the district large enough to develop a solid financial base, but not so large that services become meaningless to those on the edges of the district.

The B.I.D. should be responsible for improvements not normally taken on by the City. With proper funding, the B.I.D. can take responsibility for providing and maintaining neighborhood amenities (i.e. trees, flowers, pedestrian lighting, benches, banners, etc.). The B.I.D. can also help fund events, promotions, and activities, as well as flags and banners. The B.I.D. may also take on more of a service management role such as neighborhood security and litter control.

The B.I.D. may cover a portion of the Urban Village and west Douglas business area, and could be integrated into the overall plan at the same time the overlay district is defined and Design Guidelines established. This would require additional input and participation from area businesses.