COMMITTEE SUBSTITUTE
FOR RESOLUTION NO. 160646
Adopting
the 2017-2022 Citywide Business Plan including Council Goals, the Financial
Strategic Plan, and the Balanced Scenario of the Five-Year Planning Model; and
directing the City Manager to align departmental strategic plans and business
plans to the Citywide Business Plan.
WHEREAS, the City Council
adopted Resolution No. 120879 on October 11, 2012, stating the Council’s intent
to adopt a long-term financial plan and to review and update it on an annual
basis; and
WHEREAS, the City
Council adopted Resolution No. 130025 adopting the City’s strategic plan of
priorities and performance indicators; and
WHEREAS, the
residents of Kansas City at the April 8, 2014 Special Election mandated the
inclusion of a Five-Year Financial Plan in the City Charter; and
WHEREAS, since enactment
of this Charter provision, the City Council has annually adopted a resolution
adopting a Citywide Business Plan including Council Goals, the Financial
Strategic Plan, and the Balanced Scenario of the Five-Year Planning Model; and
WHEREAS, this
Charter provision, Section 804, requires the City Council to adopt a five-year
financial plan no later than November 1 of each year; and
WHEREAS, City
staff specified Departmental Strategic Objectives within Council Goals on July
15, 2016; and
WHEREAS, the City
Manager and Finance Department staff presented the Submitted Citywide Business
Plan to the Finance and Governance Committee on August 24, 2016, and to the
City Council in subsequent meetings; and
WHEREAS, residents
participated in four Citizen Work Sessions on September 13, 2016, September 22,
2016, October 1, 2016, and October 6, 2016, to provide input and feedback on
the Citywide Business Plan; and
WHEREAS, the
Submitted Citywide Business Plan contains the Council Goals, the Financial
Strategic Plan, and the proposed Five-Year Planning model; and
WHEREAS, the
Council Goals include Customer Service and Communication, Finance and
Governance, Neighborhoods and Healthy Communities, Housing, Planning, Zoning,
and Economic Development, Public Safety, and Transportation and Infrastructure
with 67 total Departmental Strategic Objectives; and
WHEREAS,
the Financial Strategic Plan proposes 15 financial objectives; and
WHEREAS, the Submitted Citywide Business
Plan proposes a Five-Year Planning Model that addresses several objectives in
the Financial Strategic Plan; and
WHEREAS, the Council will continue its commitment to
the citizens to allocate revenues in keeping with ballot language approved by
the voters; NOW, THEREFORE,
BE IT RESOLVED BY THE COUNCIL OF KANSAS CITY:
Section 1. That the City Council hereby adopts the
following Council Goals with the following Departmental Strategic Objectives:
Customer
Service and Communication
1.
Implement established customer
service standards that can be applied across all departments. (April 2018)
2.
Require all departments to
identify customer expectations and perceptions and measure satisfaction via
feedback tools such as surveys. (April 2018)
3.
Execute the strategic
communication plan in support of the Citywide Business Plan. (April 2018)
4.
Continually seek innovative and
creative ways to connect and communicate with the public and staff while
applying an integrated and strategic approach to all communication efforts.
(Ongoing)
5.
Expand customer and communications
training for existing employees through Think Zoom and other channels.
(Ongoing)
6.
Expand resident engagement in the
Citywide Business Plan and budget review processes. (April 2017)
7.
Make information about the City’s
performance, operations, and financial condition more transparent,
user-friendly, and understandable to elected officials and the public.
(Ongoing)
8.
Establish a process to identify
public health and public safety issues and create campaigns to improve
awareness and availability of resources by creating one Public Service
Announcement (PSA) per quarter and providing training opportunities for
citizens. (November 2017)
Finance
and Governance
1.
Seek legislative relief with
regard to the five-year renewal of the earnings tax. (Ongoing)
2.
Develop and deliver an
organizational standard of administrative, governance, and financial core
competencies for employees by employing a combination of classroom and online
training, including implementation of the Finance Training Academy in the
spring of 2017. (Ongoing)
3.
Maintain and strengthen the City’s
General Obligation AA credit rating through the Five-Year Financial Plan and
build the General Fund balance to at least two months of operating
expenditures. (Ongoing)
4.
Implement policies and procedures
including fit for duty, transitional duty, functional job studies, fraud
prevention, and enhanced safety training for employees (May 2018), and
implement strategies that reduce risks and reduce exposure to accidents. (May
2019)
5.
Identify and take advantage of
opportunities for cost savings and efficiencies through operational analyses
and managed competition, including a review of citywide timekeeping and payroll
functions. (Ongoing, April 2018)
6.
Continue to implement a vehicle
and equipment replacement program. (2022)
7.
Develop a comprehensive funding
strategy for maintenance and capital improvements in conjunction with the
renewal of the Capital Improvement Sales Tax and an up to $800 million General
Obligation Bond authorization in April 2017. (December 2016)
8.
Incorporate special revenue funds
into the Five-Year Financial Plan and ensure they are structurally balanced.
(2017)
9.
Review the City’s revenue
structure and identify potential new sources of income and current barriers to
generation of grant revenue. (2017)
10.
Develop a long-range plan in
conjunction with collective bargaining groups to fully fund benefit programs
including pension, healthcare, and other post-employment benefits. (2021)
Neighborhoods
and Healthy Communities
1.
Demolish, salvage, or rehab the
City’s current dangerous buildings inventory. (2019)
2.
Increase overall life expectancy
and reduce health inequalities between zip codes, in particular the following
zip codes with the lowest life expectancy: 64109, 64126, 64127, 64128, 64130,
and 64132; and the additional zip codes with the least improvement in life expectancy:
64134, 64131, 64117, 64138, 64114, and 64133. (2020)
3.
Implement the Community Health
Improvement Plan (KC-CHIP). (February 2017)
4.
Enact state legislation to provide
the City and local neighborhoods better control over the future of vacant
properties. (Ongoing)
5.
Strengthen blight reduction
efforts through ordinance changes, collaborating with community partners,
reducing illegal dumping and litter, promoting clean neighborhoods, and
aggressively marketing Land Bank and KC Homesteading Authority properties. (May
2018)
6.
Implement services, programs, and
activities outlined in community centers’ business plans that have been
targeted to the specific needs of each community to enhance revenue and
attendance. (Ongoing)
7.
Develop a cultural mapping
inventory to increase access to arts and cultural activities while promoting
community development. (2019)
8.
Increase the waste diversion rate
as recommended by the City’s 2007 Climate Protection Plan through policies and
programs that promote recycling and re-use. (2021)
9.
Identify and mitigate community
health hazards by monitoring and responding to communicable diseases and
environmental threats. (Ongoing)
Housing
1.
Perform targeted housing condition
surveys. (July 2017)
2.
Implement a new five-year
consolidated plan and Fair Housing Initiative. (2017)
3.
Develop a new City Housing Policy
that addresses all housing types, including very low income, affordable,
workforce, and market rate. (April 2017)
4.
Develop and implement strategies
that increase the proportion of children living in lead-free homes. (May 2018)
5.
Implement a Healthy Homes
Inspections program through the Health Department to protect rental property
occupants from environmental hazards and improve energy efficiency. (May 2018)
6.
Support establishment of a new local
housing financing organization that offers single-family rehabilitation and new
infill construction to support home ownership opportunities. (April 2018)
7.
Integrate the results of the
Market Value Analysis into City housing and economic development strategies.
(2017)
8.
Neighborhoods and Housing
Services, Environmental Quality, and the Health Department collaborate and
identify funding sources to improve and maximize energy efficiency to reduce
costs for the residents of Kansas City, with emphasis upon low-income
households, and multi-family low-income housing. (May 2018)
Planning,
Zoning, and Economic Development
1.
Continue implementation of the
City’s long-range economic strategic plan utilizing the recommendations of the
AdvanceKC strategic plan. (2017)
2.
Create and implement aggressive
neighborhood revitalization plans that are consistent with Kansas City’s
comprehensive, long-range economic and physical growth plans, with special
attention to sustainable development projects or projects in historically
underdeveloped corridors and neighborhoods. (Ongoing)
3.
Implement programs that foster
entrepreneurship, small business growth, and development. (Ongoing)
4.
Complete the City Planning and
Development Service Improvement Plan to streamline business processes and
systems. (2017)
5.
Enhance Kansas City as a
destination for leisure and business travel through aggressive promotion of our
community and continued investment in the City’s convention and entertainment
facilities. (Ongoing)
6.
Identify creative space
development needs of the arts, culture, and creative sector through an arts
market study, and develop a plan for meeting the needs through planning and
economic development partnerships. (2017)
7.
Develop a plan defining paths to
economic mobility for residents of Kansas City, Missouri living in poverty.
(2018)
8.
Adopt and implement the digital
inclusion strategic plan. (2017)
9.
Analyze the current and historic
use of incentives to determine the ongoing need for development assistance.
(2017)
10.
Develop a plan that identifies the
steps necessary to ensure a 21st Century airport terminal and related
facilities for business and leisure travelers is operational by 2023. (2018)
Public
Safety
1.
Complete a Kansas City Police
Department staffing study and develop a multi-year plan to implement the
approved recommendations. (January 2017)
2.
Reduce crime among all age groups,
placing an emphasis on young offenders. (Ongoing)
3.
Measure the impact and
effectiveness of the Kansas City Assessment and Triage Center (KC ATC). (July 2017)
4.
Prevent animal-related threats to
public safety and support animal welfare through improved pet license
compliance, education, and effective animal response operations. (Ongoing)
5.
Measure the effectiveness of the
Municipal Court’s docket system changes utilizing the National Center for State
Courts (NCSC) court performance measures. (August 2017)
6.
Continue to refine and implement
standards and policies of the City’s specialty courts to meet national best
practices. (Ongoing)
7.
Develop and implement the Ground
Emergency Transportation (GEMT) legislation that amended Chapter 208, RSMo, to
provide for supplemental reimbursement for ambulance services to MO HealthNet
participants. (2018)
8.
Evaluate and identify areas of
opportunity in the Fire Department’s emergency response delivery system to
ensure the best patient outcomes. (July 2017)
9.
Review, enhance, and develop
programs of the Kansas City Police Department (KCPD) and the Kansas City Fire
Department (KCFD) to improve diversity of employee recruitment, succession
planning, and retention. (November 2017)
10.
Investigate the feasibility of
body cameras for the Kansas City Police Department. (November 2017)
Transportation
and Infrastructure
STRATEGIES
1.
Align City infrastructure needs
with Citizen Satisfaction and feedback to prioritize Fiscal Year 2017-2018 investments
and improve citizen satisfaction with City services.
2.
Leverage infrastructure
investments to improve quality of life in Kansas City by seeking long-term
sustainable infrastructure solutions and expanding opportunities for the local
workforce.
3.
Utilize industry best management
practices to implement sustainable solutions and leverage local, national, and
international partnerships in the design and construction of new development.
OBJECTIVES
1.
Develop a five-year City-wide
infrastructure asset management plan aimed at providing reliable service to
residents, meeting federal requirements and maximizing the useful life, of all
assets, including, but not limited to the following: (May 2019)
a. water, sewer, and
stormwater;
b. roadways;
c. sidewalks and
curbs;
d. signals;
e. streetlights;
f. trees;
g. parks; and
h. multi-modal transportation
(bikes, pedestrians, and transit).
2.
Develop a financial plan to
support the City’s integrated infrastructure plan. (May 2019)
3.
Develop and implement a citywide
climate resiliency plan and protocols to safeguard and restore critical City
infrastructure in the event of a natural disaster. (May 2022)
4.
Maintain a high-level of citizen
satisfaction with regard to the repair and restoration of City infrastructure.
(Quarterly review and adjustment)
5.
Support local workforce
development and continue to increase the number of local, minority, and
women-owned business contracts by increasing awareness and response to
City-issued RFQ/Ps through advertisements, Annual Capital Improvement Overview,
and City-sponsored learning opportunities. (December 2018 and annual review)
6.
Refine and implement strategic
infrastructure investments in the Twin Creeks and other growth areas that
capitalize on natural features, promote unique development patterns, build
civic space, and promote sustainable design and construction. (May 2019)
7.
Implement the Envision Sustainable
Infrastructure Rating System in all infrastructure planning and projects to
maximize sustainable development solutions. (2019)
8.
Implement Kansas City’s Overflow
Control Program to meet City’s federal consent decree requirements. (Annual
milestones, ending September 2035)
9.
Seek opportunities to reduce
financial impacts of work required as part of the City’s Overflow Control
Program by proactively working with EPA to adjust the timeline for project
completion, proposing additional green infrastructure solutions and seeking opportunities
to supplemental funding sources. (December 2019)
10.
Implement the City’s Americans
with Disabilities Act (ADA) plan to meet the Department of Justice’s settlement
agreement and ensure that all projects meet ADA standards. (Ongoing)
11.
Update the City’s Climate
Protection Plan to include Envision Sustainable practices and to enhance
participation. (December 2018)
12.
Expand the public art program to a
broader category of assets. (2018)
Section 2. That the City Council hereby adopts the
Financial Strategic Plan including the following priorities:
1.
Achieve within five years a
General Fund Unreserved Fund Balance of at least two months operating
expenditures.
2.
Incorporate special revenue funds
into the Five-Year Financial Plan and set guidelines for each fund or fund
type’s balance and/or reserve levels.
3.
Adopt ratios for an optimal mix of
infrastructure financing methods that protects the City’s investment, minimizes
future replacement and maintenance costs, and ensures continued service.
4.
Develop a policy to guide the
financial actions the City shall take in the event of emergencies, natural
disasters, downturns in the economy, or other unexpected events.
5.
Adopt a model portfolio of
services and adjust the City’s expenditure ratios as needed to maintain
portfolio balance.
6.
Seek legislative relief with
regard to the five-year renewal of the earnings tax. (Finance and Governance
Objective 1)
7.
Ensure that fee-supported services
are self-supporting to the extent practicable.
8.
Develop an annual tax burden
study.
9.
Review the City’s revenue
structure, identify potential new sources of income, and present findings to
the Mayor and City Council for consideration. (Finance and Governance Objective
9)
10.
Update the City’s debt policy and
adopt debt issuance target ratios.
11.
Attain a market rate of return
throughout budgetary and economic cycles, taking into account the City’s
investment risk constraints and liquidity needs.
12.
Develop multi-year
business/strategic plans for each department that meet service goals while
staying consistent with financial realities.
13.
Link budget allocations to
measured service levels.
14.
Develop a long-range plan in
conjunction with collective bargaining groups to fully fund benefit programs
including pension, healthcare, and other post-employment benefits. (Finance and
Governance Objective 10)
15.
Address other post-employment
benefits liability through either plan design changes, direct funding, or both.
Section 3. That the City Council hereby adopts the
Balanced Scenario in the Five-Year Planning Model that addresses objectives
identified in this resolution and that includes the following assumptions:
·
Budget variance, FY 2016-17 Adopted Budget, +1.0% revenues, -1.0%
expenditures
·
No new employees throughout the forecast period
·
Employer contributions to health insurance increase 5% per year
·
Employer contribution percentages increase by employee group per
fiscal year -
o
Employees' Retirement System - 5% per year includes revised
assumptions
o
Police Retirement System and Civilian Employees’ Retirement
System – 3% does not include revised assumptions
o
Firefighters’ Retirement System - 5% does not include
revised assumptions
·
Includes negotiated and projected increases for Local 42, Local
500 and non-represented employees
·
Assumes 2% wage growth for Police Department
·
Includes estimated debt service in the General Fund for Linwood
Shopping Center ($500,000 per fiscal year) and for PeopleSoft ($535,000 per
fiscal year)
·
Ground Emergency Medical Transportation
(GEMT) revenue phased in beginning in FY 2017-18 ($24,000,000 over five
years)
·
Continues citywide fleet
replacement program except General Fund programs
·
Anticipated savings from refunding
of KC LIVE debt service ($17.2 million over five years)
·
Assumes increased revenues or
decreased expenditures to offset anticipated shortfall of $6.8 million per year
or $34 million over the forecast period – equivalent to 125 non-public safety
positions
·
Includes estimated debt service in
the Health Levy Fund for the Triage Center ($520,000 over three years)
·
General Fund absorbs increased
fire apparatus debt service ($10.8 million over five years)
·
Reduces health care safety net
providers and Health Department by $1.8 million combined over three years (FY
2020 – 2022)
·
Transfers additional $4.8 million
over two years to Street Maintenance Fund (FY 2021 – 2022)
·
Transfers $500,000 in Police
equipment and facilities expenditures from the General Fund to the Public
Safety Sales Tax Fund
·
Reduces Kansas City Area
Transportation Authority (KCATA) funding by $8.5 million over five years
Section 4. That the City Council directs the City
Manager to include the assumptions of the Financial Strategic Plan and the
Five-Year Planning Model in the Submitted FY 2017-18 Budget.
Section 5. That the City Council directs the City
Manager to direct the strategic and business planning of City departments and
to align departmental strategic plans and business plans to the Citywide
Business Plan.
Section 6. That
the City Council may update and enhance the Citywide Business Plan and the
Council’s adopted priorities through the Council committee process.
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