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Legislation #: 170727 Introduction Date: 9/21/2017
Type: Resolution Effective Date: none
Sponsor: None
Title: Adopting the 2017 Update of the Citywide Business Plan including City 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.

Legislation History
9/20/2017 Filed by the Clerk's office
9/21/2017 Referred to Finance and Governance Committee
9/27/2017 Hold On Agenda (10/18/2017)
10/18/2017 Hold On Agenda (10/25/2017)
10/25/2017 Immediate Adoption as a Committee Substitute
10/26/2017 Adopted as Substituted

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170727.pdf Authenticated 741K Authenticated
2017 CWBP Update - Fact Sheet.xls Fact Sheet 65K 2017 Citywide Business Plan Fact Sheet

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Adopting the 2017 Update of the Citywide Business Plan including City 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 Objectives and Strategies within City Goals on June 16, 2017; and


WHEREAS, the City Manager and Finance Department staff presented the Submitted 2017 Update of the Citywide Business Plan to the Finance and Governance Committee on September 27, 2017 and to the City Council in subsequent meetings; and


WHEREAS, residents participated in four Resident Work Sessions on October 7, 10, 18, and 19, 2017, to provide input and feedback on the Citywide Business Plan;


WHEREAS, City staff developed 111 strategies which will serve as action plans that will assist to complete objectives within the timeframe of the Citywide Business Plan; and


WHEREAS, the Submitted Citywide Business Plan contains the City Goals, the Financial Strategic Plan, and the proposed Five-Year Planning model; and


WHEREAS, the City 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 30 total Departmental Objectives and 111 Departmental Strategies; and


WHEREAS, City staff developed 111 strategies which will serve as action plans that will assist to complete objectives within the timeframe of the Citywide Business Plan; 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,




Section 1. That the City Council hereby adopts the following City Goals with the following Departmental Objectives and Strategies:


Customer Service and Communication


1.      Improve the internal and external customer experience.


a.       Monitor established customer service standards that can be applied across all departments, and report performance. (Office of the City Manager)



b.      Create a central repository for collecting feedback about customer service citywide. (Office of the City Manager)


c.       Develop a Coaching to a Culture of Service training for supervisors and managers. (Human Resources-Education and Development)


2.      Continually seek innovative and creative ways to connect with the public and staff while applying an integrated and strategic approach to all communication efforts.


a.       Implement the City’s strategic communication plan and ensure that it includes an integrated, strategic approach for communicating with residents about pressing operational issues. (City Communications Office)


b.      Expand customer service and communications training for supervisors and managers through multiple channels in order to reinforce learning and further refine skills in these areas. (Human Resources-Education and Development)


c.       Create at least one Public Service Announcement (PSA) per quarter on important City issues. (City Communications Office)


3.      Promote trust and understanding through transparency.


a.       Determine ways to make information about the City’s performance, operations, and financial condition more transparent, user-friendly, and understandable to elected officials and the public. (Office of the City Manager)


b.      Respond to the most frequent public information requests by providing data on the Open Data Portal. (Office of the City Manager)


c.       Identify ways to impart information more effectively to personnel in the field. (Office of the City Manager)


d.      Disseminate a manual on best practices to improve intra- and inter-departmental communication. (Finance-Organizational Development)


4.      Expand resident engagement in activities throughout the City, including the Citywide Business Plan and budget review processes.


a.       Identify new methods of promoting resident participation at events, such as the Citizen Engagement University, Citizen Work sessions, and other public hearings. (Finance, Organizational Development)


b.      Identify and utilize interactive technologies to communicate directly with citizens on a remote basis, such as the City’s virtual town hall and other social media channels. (City Communications Office)


Finance and Governance


1.      Implement policies, procedures, and practices to ensure the resiliency of City government.


a.       Provide training within two years that result in an organizational standard of administrative, governance, and financial core competencies for employees. (Finance)


b.      Review the City’s revenue structure and identify potential new sources of revenue. (Finance)


c.       Develop a citywide succession plan to maintain institutional knowledge and continuity of City services. (Human Resources)


d.      Develop a plan that renews the Capital Improvement Sales Tax by August 2018. (Finance)


2.      Maintain and strengthen the City’s General Obligation AA credit rating.


a.       Build the General Fund balance to at least two months of operating expenditures. (Finance)


b.      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)


c.       Propose and adopt annually a Five-Year Financial Plan that is structurally balanced and includes the General Fund, Special Revenue Funds, and General Obligation Bond Funds. (Finance)


3.      Identify and take advantage of opportunities for cost-savings and efficiencies.


a.       Develop recommendations to reduce Fire overtime expenditures. (Finance)


b.      Conduct a process improvement study on revenue collections. (Finance, Revenue Division)


c.       Prepare a recommendation to develop a pilot project for a citywide inventory system, beginning with the Kansas City Fire Department (KCFD). (Fire)


d.      Conduct a review of citywide timekeeping and payroll functions. (Finance)


e.       Complete the OneIT initiative between the City and the Kansas City Police Department. (Office of the City Manager)


f.       Identify additional opportunities to integrate and coordinate services between the City and KCPD. (General Services)


g.      Develop and implement a comprehensive risk management program. (Risk Management Committee)


h.      Implement a priority-based budgeting (PBB) system. (Finance)


4.      Implement policies and procedures to reduce workplace accidents and injuries and associated costs.


a.       Collaborate with collective bargaining groups to implement a Fit-for-Duty program. (General Services)


b.      Analyze the effectiveness of the Temporary Transitional Duty Program for workers’ compensation claims. (General Services)


c.       Complete the development of functional job studies for all labor positions. (General Services)


d.      Develop and implement a workers’ compensation fraud prevention program. (General Services)


e.       Provide enhanced safety training for employees in positions that traditionally have a high number of work-related injuries. (General Services)


5.      Update the City’s charter, ordinances, policies, and procedures, as well as the City’s state and federal priorities, to ensure a responsive and representative City government.


a.       Review the City Charter to identify the need for revisions, including a recommendation on the initiative petition process. (Law)


b.      Develop and pursue a plan to modify Kansas City Police Department governance to include local control by the City. (Office of the City Manager)




1.      Increase accessibility to socially and physically diverse quality housing throughout the City for all income groups.


a.       Ensure that implementation of the Annual Action Plans meet Affirmatively Furthering Fair Housing (AFFH) goals. (Neighborhoods and Housing Services-Housing)


b.      Ensure that City housing policies encourage the creation and retention of housing units at all levels of affordability and emphasize mixed-income housing. (City Planning and Development)


c.       Undertake data analysis to integrate the understanding of supply and demand into the City’s housing policies. (City Planning and Development)


d.      Identify criteria to define and address the creation of workforce housing units through developing a comprehensive housing strategy. (Neighborhood and Housing Services – Housing)


2.      Improve the conditions and livability of housing throughout the City.


a.       Expand the reach of Project LeadSafeKC through increased awareness, communication, and testing. (Health)


b.      Implement a Healthy Homes inspection program to protect rental property occupants from environmental hazards. (Health-Environmental Health Services)


c.       Identify funding sources to improve and maximize energy efficiency in order to reduce costs for residents, particularly on low-income households and multi-family low-income housing. (Office of Environmental Quality)


d.      Utilize the City’s Transit Oriented Development Policy to encourage higher density for new housing developments within close proximity of frequent public transit service.


3.      Support rehabilitation and construction of housing for the purpose of revitalizing neighborhoods in the City.


a.       Perform targeted housing condition surveys to define or refine improvement activities. (City Planning and Development)


b.      Support the establishment of a new local housing financing mechanism that offers single-family rehabilitation and new infill construction to support home ownership opportunities. (Neighborhoods and Housing Services-Housing)


c.       Utilize the Market Value Analysis (MVA) as the basis for identifying opportunities for housing development and revitalization opportunities in neighborhoods with similar development patterns and characteristics across the City. (City Planning and Development)


Neighborhoods and Healthy Communities


1.      Reduce blight.


a.       Create and implement a holistic plan, including the identification of resources, to further the City’s efforts to significantly reduce blight in targeted areas. (Neighborhoods and Housing Services)


b.      Utilize the 2016 Dangerous Building Initiative to demolish, salvage, or rehabilitate the City’s baseline dangerous buildings inventory by 90.0 percent within three years. (Neighborhoods and Housing Services, Neighborhood Preservation)


c.       Identify, review, and update all existing ordinances related to blight reduction. (Neighborhoods and Housing Services)


2.      Promote a clean community.


a.       Develop an anti-illegal dumping campaign tied to health, environmental, and economic impacts. (Neighborhoods and Housing Services)


b.      Develop communication and other strategies to increase compliance with solid waste ordinances, with particular attention to enforcement. (Neighborhoods and Housing Services, Solid Waste)


c.       Propose and support legislation and other initiatives to provide the City and local neighborhoods better control over the future of vacant properties. (Neighborhoods and Housing Services, Neighborhood Preservation)


d.      Develop a revised recycling policy for all City-owned and other public facilities and spaces. (Neighborhoods and Housing Services, Solid Waste)


3.      Bolster community development, cultural activities, and resident engagement.


a.       Develop a cultural mapping inventory to increase the community’s access to arts and cultural amenities and activities. (Office of Cultural and Creative Services)


b.      Implement services, programs, and activities outlined in community centers’ business plans that have been targeted to the specific needs of each community. (Parks & Recreation)


4.      Increase overall life expectancy and reduce health inequities in the zip codes with the lowest life expectancy and the additional zip codes with the least improvement in life expectancy


a.       Implement the Community Health Improvement Plan (KC-CHIP) through improvements in the following areas: the education system, violent crime reduction, economic opportunity, utilization of mental health care and preventative services, and the built environment. (Health)


b.      Implement a Cloud-based electronic health record (EHR) system for programs in the Health Department. (Health)


c.       Update the Code of Ordinances on communicable diseases. (Health)


d.      Expand the City’s surge capacity for major outbreaks. (Health)


e.       Update the City’s food code to better align with the most recent version of Federal regulations for food safety. (Health)


f.       Expand the integrated Pest Management program to better respond to emerging health threats. (Health)


g.      Establish a baseline of protective, risk, and social factors for persons in the zip codes with the lowest life expectancy and the zip codes with no improvement the past 10 years. (Health)


h.      Develop a list of City programs and policies that are most likely to improve life expectancy specific to each zip code level. (Health)


Planning, Zoning, and Economic Development


1.      Strategically target economic development throughout the City. (Policy-based)


a.       Monitor and report performance of the current and historic use of incentives. (Office of Economic Development)


b.      Collaborate with the Advisory Committee for the Central City Economic Development Sales Tax to support the effective use and implementation of the 1/8 cent economic development sales tax. (Office of the City Manager)


c.       Target and implement economic development strategies by utilizing the Market Value Analysis (MVA). (City Planning and Development)


2.      Implement strategies to promote the social and economic well-being of City residents. (People-based)


a.       Develop and implement a plan to foster entrepreneurship, small business growth, and development. (Office of the City Manager)


b.      Identify creative space development needs of the arts, culture, and creative sectors. (Office of Cultural and Creative Services)


c.       Create a “Shop Local” program. (Office of the City Manager)


d.      Implement a business-to-business mentorship program. (Human Relations)


e.       Develop a plan that defines path to economic mobility for residents. (Health)


f.       Implement the digital equity strategic plan. (Office of the City Manager)


3.      Create and implement aggressive neighborhood revitalization plans with special emphasis on historically disinvested corridors and neighborhoods. (Place-based)


a.       Develop a strategy to update the City’s comprehensive plan (FOCUS). (City Planning and Development)


b.      Evaluate the effectiveness of area plan implementation committees and develop ways to strengthen them. (City Planning and Development)


c.       Target City resources toward neighborhood revitalization in targeted, distressed areas by using the Market Value Analysis (MVA). (Office of the City Manager)


4.      Enhance the City as a destination for leisure and business travel. (Place-based)


a.       Continually invest in annual appropriated capital improvement projects for the City’s convention and entertainment facilities. (Conventions and Entertainment Facilities)


b.      Aggressively promote our community as a place to visit and live, in partnership with VisitKC. (Conventions and Entertainment Facilities)


c.       Develop a plan to ensure Kansas City International Airport achieves success in becoming a 21st century airport for business and leisure. (Aviation)


d.      Develop a plan to preserve and invest in historic and cultural assets and destinations. (City Planning and Development)


e.       Monitor the use of Neighborhood Tourist Development Fund (NTDF) resources. (Office of Cultural and Creative Services)


f.       Develop a short-term rental ordinance to regulate residential unit sharing. (City Planning and Development)


5.      Enhance the operational efficiency of City development activity.


a.       Implement and monitor the performance of the community development software system, EnerGov, to streamline business processes related to development. (Office of the City Manager)


Public Safety


1.      Reduce crime among all age groups, placing an emphasis on young offenders.


a.       Expand the city’s efforts on building relationships with partner agencies and to increase youth intervention and anti-violence programs. (Office of the City Manager)


b.      Work with area school districts and other organizations to expand access to programming for the City’s youth. (Office of the City Manager)


c.       Using the Public Health approach to reach young audience members in regard to (1) the physical realities of being a gunshot victim; (2) curfew, truancy, and the consequences; and (3) the unintended consequences of a marijuana conviction. (Office of the City Manager)


2.      Prevent animal-related threats to public safety and support animal welfare.


a.       Partner with Spay Neuter of Kansas City (SNKC) to increase the percentage of currently licensed pets in the City from 11 percent to 20 percent through low-cost vaccinations, increasing locations for residents to obtain pet licenses, and increasing the number of participating veterinarian offices. (Neighborhoods and Housing Services, Animal Health and Public Safety)


b.      Develop a plan to further improve animal response operations. (Neighborhoods and Housing Services)


c.       Engage pet owners in responsible pet ownership through education and Public Service Announcements (PSAs). (Neighborhoods and Housing Services)


3.      Evaluate and identify areas of opportunity in the emergency response delivery system to ensure the best possible patient outcomes.


a.       Measure the impact and effectiveness of the Kansas City Assessment and Triage Center (KC-ATC). (Office of the City Manager)


b.      Implement the Ground Emergency Medical Transportation (GEMT) program that provides supplemental reimbursement for ambulance services to Missouri HealthNet participants. (Fire)


c.       Provide an ongoing series of courses on CPR and other life-saving techniques throughout the City in order to improve the cardiac survival rate. (Fire)


d.      Develop initiatives to reduce the number of chronic users of emergency response services. (Emergency Medical Director)


4.      Improve the diversity of employee recruitment, succession planning, and retention in the Police and Fire Departments.


a.       Develop a multi-year plan to implement the recommendations of the Kansas City Police Department’s staffing study. (Office of the City Manager)


b.      Develop partnerships with local educational institutions to increase the number of the City’s entry-level public safety workforce. (Office of the City Manager)


5.      Increase effectiveness and efficiencies of operations at Municipal Court in order to achieve the best possible outcomes for those served.


a.       Measure the efficiency and effectiveness of the Municipal Court by utilizing the National Center for State Courts’ (NCSC) court performance measures on clearance rates and time to disposition. (Municipal Court)


b.      Refine the standards and policies of the City’s Drug Court to meet the needs of chronic offenders. (Municipal Court)


Transportation and Infrastructure


1.      Engage in efforts to strategically invest in the City’s infrastructure.


a.       Develop an infrastructure asset management plan that maximizes the useful life of all assets and meets federal requirements. (Public Works)


b.      Implement a plan to expand the public art program to a broader category of assets, with the inclusion of the maintenance of those efforts. (General Services)


c.       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. (Office of the City Manager)


d.      Develop a citywide man-made disaster plan to safeguard and restore critical City buildings and infrastructure. (Public Works)


2.      Develop environmentally sound and sustainable infrastructure strategies.


a. Develop a citywide climate resiliency plan to safeguard and restore critical City buildings and infrastructure. (Office of Environmental Quality)


b.      Update and implement the City’s Climate Protection Plan to include Envision Sustainable practices, the Envision Sustainable Infrastructure Rating System, and other measures. (Office of Environmental Quality)


c.       Identity and invest in greenfield areas that capitalize on natural features, promote unique development patterns, build civic space, and promote sustainable design and construction. (City Planning and Development)


d.      Reduce financial impacts of the City’s Smart Sewer Program by proactively working with the EPA to adjust the timeline for project completion and proposing additional green infrastructure solutions. (Office of the City Manager)


e.       Implement the City’s Smart Sewer Program to meet the City’s federal consent decree requirements. (Office of the City Manager)


3.      Increase and support local workforce development and minority, women, and locally-owned businesses.


a.       Utilize advertisements, the Annual Capital Improvement Overview, and City-sponsored learning opportunities to increase awareness and response to City-issued Requests for Qualifications/Proposals (RFQ/Ps). (Human Relations)


b.      Update and implement Workforce Strategic Plans on all City and statutory agencies’ projects. (Human Relations)


c.       Develop and implement Community Benefit Agreements and local preference plans for use in City and statutory agency projects. (Human Relations)


4.      Enhance the City’s connectivity through a safe, efficient, convenient, and sustainable multi-modal transportation system.


a.       Seek and implement Smart City opportunities and operationalize technologies. (Office of Innovation)


b.      Optimize the City’s transit investment, through existing and new transit service such as the streetcar, RideKC activities, MAX bus services, and others through routes, north-south and east-west. (Public Works)


c.       Develop a plan to enhance pedestrian connectivity through sidewalk repair, replacement, and gap removal, in conjunction with GO KC bond funding. (Public Works)


d.      Update and implement the BikeKC Trails Plan. (Office of the City Manager)


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.


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.

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.


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:


·                     No new employees throughout forecast period

·                     Employer contributions to health insurance increase 5.0% per year

·                     Pension contributions reflect actuarial assumptions

·                     Includes negotiated and projected increases for Local 42, Local 500 and non-represented employees

·                     Ground Emergency Medical Transportation (GEMT) revenue phased in beginning in FY 2019 ($24,000,000.00 over five years)

·                     Transfers $500,000.00 in Police equipment and facilities expenditures from General Fund to Public Safety Sales Tax Fund beginning in FY 2019-20

·                     Includes a five year GO KC Bond program and debt payments

·                     Reduces the growth of fine revenues from 1.5% to 0.0% due to continued declining revenue citation volume

·                     General Fund absorbs increased fire apparatus debt service ($9.8 million over five years)

·                     Transfers an additional $4.4 million over two years from the Street Maintenance Fund to the General Fund (FY 2022 and FY 2023)

·                     Additional operational support for Animal Shelter operations beginning in FY 2020

·                     Does not include the Central City Economic Development Sales Tax

·                     Additional Fire Department overtime beginning in FY 2018

·                     Incorporates savings of $1.0 million in FY 2019 and $1.0 million in FY 2020 in the Parks Sales Tax Fund to maintain a positive fund balance through the forecast period

·                     Maintains safety net providers at FY 2017-18 funding levels in the Health Levy Fund due to projected increases for ambulance services

·                     Assumes increased revenues or decreased expenditures to offset anticipated shortfall of $44.0 million over the forecast period in the General Fund - equivalent to approximately 281 non-public safety positions

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 2018-19 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.