KC Skyline

City Clerk Web Search

Search the Ordinances:

Legislation #: 140859 Introduction Date: 10/9/2014
Type: Ordinance Effective Date: none
Sponsor: COUNCILMEMBER MARCASON
Title: Adopting the 2015-2016 Citywide Business Plan including Council Goals, the Financial Strategic Plan, and the Balanced Scenario of the Five-Year Planning Model; directing the City Manager to include the assumptions of the Financial Strategic Plan and the Five-Year Planning Model into the upcoming budget; and directing the City Manager to align departmental strategic plans and business plans to the Citywide Business Plan.

Legislation History
DateMinutesDescription
10/9/2014 Filed by the Clerk's office
10/9/2014 Referred to Finance, Governance & Ethics Committee
10/15/2014 Hold On Agenda (10/22/2014)
10/22/2014 Advance and Do Pass as a Committee Substitute, Debate
10/23/2014 Councilmember Sharp (Second by Taylor) Move to Amend
10/23/2014 Councilmember Sharp (Second by Taylor) Move to Advance
10/23/2014 Passed as Substituted and Amended

View Attachments
FileTypeSizeDescription
140859 Compared Version.docx Compared Version 33K Compared Version
140859.pdf Authenticated 635K Authenticated
fact sheet.pdf Fact Sheet 63K Fact Sheet
fact sheet.docx Fact Sheet 25K fact sheet

Printer Friendly Version

COMMITTEE SUBSTITUTE FOR ORDINANCE NO. 140859

 

Adopting the 2015-2016 Citywide Business Plan including Council Goals, the Financial Strategic Plan, and the Balanced Scenario of the Five-Year Planning Model; directing the City Manager to include the assumptions of the Financial Strategic Plan and the Five-Year Planning Model into the upcoming budget; and directing the City Manager to align departmental strategic plans and business plans to the Citywide Business Plan.

WHEREAS, the Finance Department has prepared a Financial Trend Monitoring System (FTMS) and a Five-Year Strategic Fiscal Planning Model (SFPM) to achieve the following goals: understand available funding sources, identify key variables that impact revenue, quantify the opportunity costs of funding decisions, assess the likelihood that services can be sustained, assess the level at which capital investments can be made, and identify future commitments and resource demands; and

 

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 City Manager directed the Finance Department to align the City Council priorities to a long-term financial plan via a Citywide Business Plan; 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, Section 804 of the City Charter requires the City Council to adopt a five-year financial plan no later than November 1 of each year; and

 

WHEREAS, the City Council affirmed its Values, Vision, Mission, and Goals at its Strategic Planning session on May 12, 2014; and

 

WHEREAS, City staff specified Departmental Strategic Objectives within Council Goals on June 20, 2014; and

 

WHEREAS, the City Manager and Finance Department staff presented the Submitted Citywide Business Plan to the City Council on September 24, 2014; 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; Finance and Governance; Infrastructure and Transportation; Neighborhoods and Healthy Communities; Planning, Zoning, and Economic Development; and Public Safety, with 51 total Departmental Strategic Objectives; and

 

WHEREAS, the Financial Strategic Plan proposes 16 financial objectives; and

 

WHEREAS, residents participated in Citizen Work Sessions on October 1, 2014 and October 11, 2014 to provide input and feedback on the Citywide Business Plan; and

 

WHEREAS, several stakeholder groups provided feedback on the plan including the Civic Council of Greater Kansas City, the Greater Kansas City Chamber of Commerce, the Northland Regional Chamber of Commerce, the Silver-Haired City Council and individual citizen input; and

 

WHEREAS, the Submitted Citywide Business Plan proposes a Five-Year Planning Model that addresses several objectives in the Financial Strategic Plan; 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

 

1.                  Implement goals and objectives of the “FY 2014-15 Citywide Customer Service Goals and Objectives.”

 

2.                  Require that all departments identify customer needs, demands, and expectations, and regularly seek their feedback.

 

3.                  Adopt, implement, and maintain a strategic communications business plan that executes the City Council’s business plan. (KPI: two-year plan).

 

4.                  Develop strategic citywide communication/marketing plans, both internal and external:

 

a.                   Require each City department to develop a communications plan to enhance internal communications, within and between departments.

 

b.                  Develop an external communications plan that:

 

i.                    Designates ownership for follow up and “closing the loop” to ensure that resident inquiries, needs, and requests are handled well.

 

ii.                  Enhances communication with citizens, including ways to encourage participation in public forums.

 

iii.                Expands community engagement and maximizes no cost/low cost methods to share information and provide educational information.

 

5.                  Improve online accessibility by providing self-service options for various types of transactions.

 

6.                  Serve our diverse citizenry by exploring ways to communicate.

 

Finance and Governance

 

1.                  Develop and execute strategies to ensure approval of major tax renewals.

 

a.                   Pursue legislation to remove or significantly lengthen the five-year sunset provision on the City’s earnings tax.

 

2.                  Integrate the City’s strategic plan, long-term financial plan, and annual budget.

 

3.                  Develop an organizational standard of administrative, governance, and financial core competencies.

 

4.                  Make information about the City’s performance, operations, and financial condition more transparent, user-friendly, understandable, and accessible to customers.

 

5.                  Enhance or strengthen the City’s General Obligation AA credit rating.

 

6.                  Improve safety, reduce risks, and reduce exposure to claims for residents, employees, and visitors by establishing citywide policies and processes to identify hazards; develop recommendations for abatement by level of risk; and track completion dates using the existing Archibus system.

 

7.                  Equalize growth of public safety expenditures with expenditures in other areas and determine the optimal mix of services.

 

8.                  Identify the largest potential opportunities for cost savings and efficiencies through operational analyses, managed competition, and performance indicators.

 

9.                  Establish a community/departmental panel or task force to investigate causes of the City’s racial divide and make recommendations on solutions.

 

10.              Develop and implement a vehicle and equipment replacement program.

 

Infrastructure and Transportation

 

1.                  Determine investment to maintain all City infrastructure assets to maximize useful life.

 

a.                   Set short-term and long-term priorities.

 

b.                  Improve the street condition measurement system and develop an agreed upon pavement condition index (PCI).

 

c.                   Develop a strategic plan to address the bridge repairs and replacements.

 

2.                  Implement the Envision Sustainable Infrastructure Rating System in all infrastructure planning and projects to maximize sustainable development solutions.

 

3.                  Increase access to multi-modal transportation options such as buses, bicycle lanes, trails, sidewalks, and the new streetcar system. Develop a plan for the connectivity of these systems.

 

4.                  Create a plan to implement strategic infrastructure investments in the Twin Creeks area that capitalize on natural features, promotes unique development patterns, builds civic space, and promotes sustainable design and construction.

 

5.                  Explore partnerships to expand sharing of public resources across government jurisdictions.

 

6.                  Execute consent decree requirements for the overflow control program.

 

7.                  Implement the City Energy Project to promote energy efficient improvements and working in support of the Missouri Clean Energy District and Qualified Energy Conservation Bonds.

 

8.                  Protect the integrity of the Park and Boulevard system while encouraging quality, sustainable development.

 

9.                  Increase the recycling rate through policies and programs that promote recycling.

 

10.              Reduce the amount of time for water main repair and restoration.

 

11.              Establish an “ADA Implementation Plan” to meet Department of Justice’s requirements.

 

12.             Support efforts to ensure a predictable funding source for the chronically underfunded Public Works function.

 

Neighborhoods and Healthy Communities

 

1.                  Increase overall life expectancy and reduce health inequities in all zip codes.

 

a.                   Establish multi-departmental committee or task force to identify underlying causes of the City’s inequities and recommend an implementation plan.

 

2.                  Produce the Community Health Improvement Plan (KC-CHIP).

 

3.                  Support legislation to provide the City and local neighborhoods better control over the future of vacant properties as quickly as possible.

 

4.                  Reduce blight:

 

a.                   Redevelop, repurpose, and clear vacant lots and buildings in collaboration with community partners.

 

b.                  Aggressively market vacant property inventory to potential owner occupants and investors to stabilize neighborhoods.

 

c.                   Form cross-departmental teams to create strategies for NHS target neighborhoods.

 

d.                  Support Land Bank and Homesteading Authority efforts to market properties for productive use.

 

5.                  Set a sustainable performance standard for demolishing dangerous structures.

 

6.                  Perform a housing condition survey.

 

7.                  Develop an enhanced youth program that provides educational and/or recreational opportunities.

 

8.                  Reduce illegal dumping and littering by removing disposal access.

 

9.                  Improve access to locally grown, processed, and marketed healthy foods through programs such as KC Grow.

 

10.              Ensure resources invested in community centers match demand for services.

 

Planning, Zoning, and Economic Development

 

1.                  Develop a comprehensive, long-range economic growth plan with attention to historically underdeveloped areas.

 

a.                   Join the Civic Council’s efforts to participate in the Brookings Institution’s “Prosperity at a Crossroads” report.

 

2.                  Implement the City’s AdvanceKC strategic plan.

 

3.                  Implement the City Planning & Development improvement plan in order to streamline business processes and systems.

 

4.                  Implement activities that foster small business growth and development.

 

5.                  Enhance Kansas City as a destination for leisure and business visitors.

 

6.                  Develop a defined Economic Development cost center within the City.

 

7.                  Define the roles and opportunities available through the Economic Development Corporation, Urban Neighborhood Initiative, Land Bank, Green Impact Zone, and other programs.

 

8.                  Prepare the airport terminals at KCI to meet and exceed the future needs and requirements for our customers and tenants to make KCI a world-class airport.

 

Public Safety

 

1.                  Reduce crime among all age groups.

 

a.                   Reduce crime by creating and implementing a youth and family violence prevention master plan.

 

2.                  Encourage citizen participation in neighborhood efforts to reduce crime.

 

3.                  Reduce the impact of frequent/chronic users of public safety services and provide and/or partner with other organizations to deliver more appropriate and effective services to these individuals.

 

4.                  Maintain and enhance public safety capabilities to respond efficiently and effectively to natural/manmade disasters through the use of new technology and existing resources.

 

5.                  Develop a strategic social media/communications plan to share information during community emergencies.

 

6.                  Prevent animal-related threats to public safety and animal welfare through improved pet license compliance and effective animal response operations.

 

Section 2. That the City Council hereby adopts the Financial Strategic Plan including the following priorities.

 

1.                  Develop multi-year business plans for each department that meet service goals while staying consistent with financial realities.

 

2.                  Link budget allocations to measured service levels.

 

3.                  Develop legislative priorities to ensure revenues are free from spending restrictions to allow adjustments to changing conditions. Develop appropriate renewal or replacement strategies for taxes with renewal requirements.

 

4.                  To the extent practicable and equitable, fee supported services should be self-supporting.

 

5.                  Leverage tax exporting opportunities—taxes paid by non-residents using City services—to ease the overall burden on the City’s taxpayers.

 

6.                  Develop an annual tax burden study.

 

7.                  Adopt a model portfolio of services and adjust the City’s expenditure ratios as needed to maintain portfolio balance.

 

8.                  Coordinate with public safety departments to identify outcome-driven performance measures for inclusion in the annual budget.

 

9.                  Adopt a policy for the optimal frequency to rebid the City’s health care insurance provider.

 

10.              Evaluate staffing ratios to ensure effective and efficient service delivery.

 

11.              Adopt ratios for an optimal mix of infrastructure financing methods (pay-as-you-go vs. debt financing vs. leveraged funds) that protects the City’s investment, minimizes future replacement and maintenance costs, and ensures continued service.

 

12.              Future bond issues for new spending should have a new revenue source.

 

13.              Adopt debt issuance target ratios.

 

14.              Ensure the actuarial soundness of the City’s pension systems.

 

15.              Address other post-employment benefits liability through either plan design changes, direct funding, or both.

 

16.              Adopt the five-year planning model as the City’s tool to link operating, debt, and capital funding decisions that identifies appropriate strategies to achieve Council goals.

 

Section 3. That the City Council hereby adopts the Balanced Scenario in the Five-Year Planning Model that addresses several objectives identified in this resolution and that includes the following assumptions.

 

·         Earnings tax collections increase of 2.5 percent annually.

 

·         Sales and use taxes increase 1.5 percent annually.

 

·         Property Taxes increase 1.5 percent annually.

 

·         Utilities and franchises fees increase 3.5 percent annually.

 

·         No new employees throughout the forecast period.

 

·         Employer contributions to health insurance increase five percent annually.

 

·         Pension contributions reflect 2013 actuary reports with a 2.0 percent adjustment in 2020

 

·         A salary freeze in 2015-16.

 

·         A 33 percent increase in Fines and Forfeitures in FY 2014-15 and throughout the forecast period.

 

·         Annual savings of five percent in workers compensation claims beginning in FY 2015-16 (including Police Department).

 

·         A Citywide fleet replacement program beginning in FY 2015-16.

 

·         Equalized salary growth rates for all functions of 2.0 percent per year in FY 2017-2020.

 

Section 4. That the City Council adopts the Submitted Citywide Business Plan as the five-year financial plan required under City Charter Section 804 with the fifth and seventh Measures of Success for Public Safety changed to read as follows:

 

·         Percent of citizens satisfied with quality and promptness of emergency medical response.

 

·         Percentage of licensed pets and pets released alive from the animal shelter.

 

Section 5. That the City Council directs the City Manager to include the assumptions of Financial Strategic Plan and the Five-Year Planning Model in the Submitted FY 2015-16 Budget.

 

Section 6. 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 7. That the City Council may update and enhance the Citywide Business Plan and the Council’s adopted priorities via the Council committee process.

 

_____________________________________________

 

Approved as to form and legality:

 

 

___________________________________

Cecilia Abbott

Assistant City Attorney