To be transparent and employ best practices in governance and management, and strengthen, expand, and make judicious use of Kansas City’s economic resources to achieve and maintain solvency and build resilience.

Departmental Strategic Objectives and Strategies

1. Identify and take advantage of opportunities for cost-savings and efficiencies.
1. Develop recommendations to reduce Fire overtime expenditures. (Finance)
2. Conduct a process improvement study on revenue collections. (Finance-Revenue Division)
3. Prepare a recommendation to develop a pilot project for a citywide inventory system, beginning with the Kansas City Fire Department (KCFD). (Fire)
4. Conduct a review of citywide timekeeping and payroll functions. (Finance)
5. Complete the OneIT initiative between the City and the Kansas City Police Department. (Office of the City Manager)
6. Identify additional opportunities to further OneIT consolidation with other departments. (General Services)
7. Develop a comprehensive risk management program. (Risk Management Committee)
8. Implement a priority-based budgeting (PBB) system. (Finance)
9. Continue to consolidate processes between the City and KCPD, beginning with a review of the procurement process. (General Services)


2. 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.
1. Review the City Charter to identify the need for revisions, including a recommendation on the initiative petition process. (Law)
2. Develop and pursue a plan to modify Kansas City Police Department governance to include local control by the City. (Office of the City Manager)
3. Develop a plan to ensure continuation of the $2 million State appropriation to match the City’s obligation under the agreement with the Jackson County Sports Complex Authority. (Finance) – COMPLETED: 2018
4. Present State law amendment to allow KCMO and KCPD to provide health insurance to their respective employees through a single entity. (Law)


3. Implement policies, procedures, and practices to ensure the resiliency of City government.
1. Provide training within two years that results in an organizational standard of administrative, governance, and financial core competencies for employees. (Finance)
2. Review the City’s revenue structure and commission a tax burden study. (Finance)
3. Develop a citywide succession plan to maintain institutional knowledge and continuity of City services. (Human Resources) – COMPLETED: 2017
4. Develop a plan that renews the Capital Improvement Sales Tax by August 2018. (Finance) – COMPLETED: 2017
5. Develop a plan to sustainably fund maintenance and replacement of existing fixed assets starting with Parks and Recreation. (Parks and Recreation)
6. Leverage community partnerships and identify new sources of revenue through sponsorships, grants, and contributions starting with Parks and Recreation. (Parks and Recreation)
7. Provide coordinated support and training to departments in order to sustain the organization’s commitment to data-driven governance. (DataKC) – NEW: 2019
8. Identify and develop adequate diversified funding mechanisms to increase access to affordable housing. (Finance) - NEW: 2019


4. Maintain and strengthen the City’s General Obligation AA credit rating.
1. Build the General Fund balance to at least two months of operating expenditures. (Finance) – COMPLETED: 2018
2. Develop a long-range plan to fully fund benefit programs that considers the findings and recommendations of the Mayor’s 2018 Pension Task Force in conjunction with collective bargaining groups. (Finance)
3. 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) – COMPLETED: 2017
4. Proactively engage Credit Rating Agencies (Standard & Poor’s (S&P) and Moody’s Investor Service) by hosting visits to Kansas City. (Finance)
5. Update the City’s fund balance and reserve policy to account for a General Fund balance beyond the current policy goal of two months of operating expenditures. (Finance) – NEW: 2019


5. Implement policies and procedures to reduce workplace accidents and injuries and associated costs.
   1. Collaborate with collective bargaining groups to develop a Fit-for-Duty program. (General Services)
   2. Analyze the effectiveness of the Temporary Transitional Duty Program for workers’ compensation claims.
   3. (General Services) – COMPLETED: 2018
   4. Complete the development of functional job studies for all labor positions and begin implementation. (General Services)
   5. Develop a workers’ compensation fraud awareness program. (General Services)
   6. Develop framework for a City-wide Safety Management System. (General Services)

Resident Priorities

As reported in the 2018-19 Resident Survey, 37.0 percent of residents said that they were “satisfied” or “very satisfied” with the value received for City tax dollars and fees – which declined slightly from 39.5 percent in 2017-18, but still significantly higher than first reported in 2005, when it was only 24.8 percent. Residents also had a 44.2 percent satisfaction rating with the leadership provided by the City’s elected officials, down from 46.9 percent in 2017-18.

KPI

To support the development, maintenance, and revitalization of sustainable, stable, and healthy communities in which neighborhoods are safe and well maintained; people have access to health care services; strategies are in place to prevent injuries and illnesses; and the environment is protected.

Departmental Strategic Objectives and Strategies

1. 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.¹
   1. Decrease the rate of sexually transmitted diseases particularly among the adolescent population. (Health)
   2. Coordinate with state and health levy providers for the use of health record systems. (Health)
   3. Update the Code of Ordinances on communicable diseases. (Health) – COMPLETED: 2017
   4. Update the City’s food code to better align with the most recent version of Federal regulations for food safety. (Health)
   5. Establish baseline criteria for the development of Health Prosperity Neighborhoods. (Health)
   6. Create interactive, engaging data dashboards and predictive models to communicate the Community Health Improvement Plan (KC-CHIP) performance, policy analysis, and return on investment (ROI) of long term health investments. (Health)
   7. Establish a multi-departmental committee or task force that identifies the underlying causes of the City’s racial divide and develop recommendations on how to address this problem. (Office of the City Manager) - NEW: 2019


2. Bolster community development, cultural activities, and resident engagement.
   1. Implement services, programs, and activities outlined in community centers’ business plans that have been targeted to the specific needs of each community. (Parks and Recreation)
   2. Focus partnerships with neighborhoods, community groups, and agencies to support existing programs, events, and initiatives for resident engagement and social equity. (Parks and Recreation)


3. Reduce blight.
   1. 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)
   2. Utilize the 2016 Dangerous Building Initiative to demolish, salvage, or rehabilitate the City’s baseline dangerous buildings inventory by 90 percent within three years. (Neighborhoods and Housing Services-Neighborhood Preservation) – COMPLETED: 2018
   3. Identify, review, and update all existing ordinances related to blight reduction. (Neighborhoods and Housing Services)


4. Promote a clean community.
   1. Develop an anti-illegal dumping campaign tied to health and environmental impacts. (Neighborhoods and Housing Services)
   2. Develop communication and other strategies to increase compliance with solid waste ordinances, with particular attention to enforcement. (Neighborhoods and Housing Services-Solid Waste)
   3. 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) – COMPLETED: 2017
   4. Develop a revised recycling policy for all City-owned and other public facilities and spaces. (Neighborhoods and Housing Services-Solid Waste)
   5. Provide well-cared-for green space for recreation, public events, and public enjoyment. (Parks and Recreation)
   6. Propose and support legislation to address environmental health hazards, including air and noise pollution. (Health)

Resident Priorities

As reported in the 2018-19 Resident Survey, the highest levels of satisfaction with neighborhood services were: (1) animal shelter operations and adoption efforts (52.7 percent); (2) customer service from animal control officers (38.0 percent); and (3) enforcement trash/weeds/exterior maintenance in neighborhoods (37.1 percent). Residents were least satisfied with the demolition of vacant structures in the dangerous building inventory (17.4 percent) and the boarding up of vacant structures open to entry (22.3 percent). Overall, the quality of neighborhood services was the third highest priority of residents, and had a 40.0 percent satisfaction rating.

Parks and Recreation services with the highest levels of satisfaction were: (1) maintenance of City parks (67.1 percent) and (2) the quality of facilities, picnic shelters, and playgrounds (59.1 percent).

New in the 2018-19 Resident Survey were questions on resident health and economic mobility. A significant majority of residents rated their overall state of health as either excellent or good (70.8 percent). The majority of residents also rated their personal financial condition as either excellent or good (54.5 percent). Additionally, the majority of residents reported their standard of living as either much better or somewhat better compared to their parents (56.8 percent).

Solid Waste services with the highest levels of satisfaction were: (1) the quality of trash collection services (61.7 percent) and (2) the quality of curbside recycling services (60.3 percent). Residents were least satisfied with: the City’s efforts to clean up illegal dumping sites (23.0 percent) and the cleanliness of City streets and other public areas (31.8 percent). Overall, the quality of Solid Waste services was ranked seventh on the priority list, with 51.2 percent of residents satisfied.

Neighborhood services recommended as top priorities were:

• Cleaning up of trash/debris on private property
• Demolishing vacant structures in dangerous building inventory

KPI

To sustain the City’s diverse housing for all income groups through strategic planning and well-designed developments, with an emphasis on revitalizing aging neighborhoods.

Departmental Strategic Objectives and Strategies

1. Support rehabilitation and construction of housing for the purpose of revitalizing neighborhoods in the City.
1. Update the Market Value Analysis (MVA) to determine optimum strategies to assess housing conditions and define or refine improvement activities. (City Planning and Development)
2. 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)
3. 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)


2. Increase accessibility to socially and physically diverse quality housing throughout the City for all income groups.
1. Ensure that implementation of the Annual Action Plans meet Affirmatively Furthering Fair Housing (AFFH) goals. (Neighborhoods and Housing Services-Housing) – COMPLETED: 2018
2. Implement the City Housing Plan, as adopted by the City Council, to encourage the creation and retention of housing units at all levels of affordability and emphasize mixed-income housing. (City Planning and Development)
3. Undertake data analysis to integrate the understanding of supply and demand into the City’s housing policies. (City Planning and Development) – COMPLETED: 2018
4. Coordinate with Continuum of Care Network to mitigate the impact of homelessness in Kansas City. (Neighborhoods and Housing Services-Housing)


3. Improve the conditions and livability of housing throughout the City.
   1. Decrease rates of lead poisoning, particularly among children living in low life expectancy zip codes. (Health)
   2. Decrease the number of homes with lead paint, mold, indoor air quality problems, and trip/fall hazards, and pests, particularly in the city’s low life expectancy zip codes, in order to improve health outcomes for occupants. (Health-Environmental Health Services)
   3. Identify funding sources to improve and maximize energy efficiency in order to reduce costs for residents, particularly in low-income households and multi-family low-income housing. (Office of Environmental Quality)
   4. Utilize the City’s Transit Oriented Development Policy to encourage higher density for new housing developments within close proximity of frequent public transit service. (City Planning and Development)

Resident Priorities

As reported in the 2018-19 Resident Survey, 77.3 percent of residents said that they were “satisfied” or “very satisfied” with Kansas City as a place to live. Additionally, 55.4 percent of residents said that they were “satisfied” or “very satisfied” with the physical appearance of their neighborhood.

KPI

To develop a vibrant economy where there is opportunity for job creation, entrepreneurship, and growth, particularly in historically underdeveloped areas; all citizens have opportunities for creating wealth and prosperity; and visitors continue to consider Kansas City a desirable destination.

Departmental Strategic Objectives

1. Create and implement aggressive neighborhood revitalization plans with special emphasis on historically disinvested corridors and neighborhoods. (Place-based)
1. Begin update of the City comprehensive plan. (City Planning and Development)
2. Establish standardized guidelines for area implementation committees based on best practices. (City Planning and Development)
3. Implement housing policies, land use recommendations, and incentive programs adopted by City Council to revitalize historically distressed neighborhoods. (Office of the City Manager)


2. Implement strategies to promote the social and economic well-being, inclusion, and mobility of City residents. (People-based)
1. Develop and implement a plan to foster entrepreneurship, small business growth, and development. (Office of the City Manager)
2. Identify creative space development needs of the arts, culture, and creative sectors. (Office of Cultural and Creative Services) – COMPLETED: 2017
3. Create a “Shop Local” program. (Office of the City Manager) – COMPLETED: 2018
4. Implement a business-to-business mentorship program. (Human Relations)
5. Reduce impacts on KCMO residents and small businesses from predatory lending practices and explore opportunities to offer alternative forms of credit. (Office of the City Manager)
6. Implement the digital equity strategic plan. (Office of the City Manager)
7. Increase understanding of how racial and economic segregation impacts social and economic outcomes in Kansas City. (Office of the City Manager) - COMPLETED: 2018
8. Establish a multi-departmental committee or task force that identifies the underlying causes of the City’s economic inequities and develop a plan on how to address this problem. (Office of the City Manager) - NEW: 2019


3. Strategically target economic development throughout the City. (Policy-based)
1. Ensure that businesses and developer investments supported by City incentives deliver measurable public benefits. (Office of Economic Development)
2. Collaborate with the Central City Economic Development Sales Tax Board to support the effective use and implementation of the 1/8-cent economic development sales tax. (Office of the City Manager)


4. Enhance the operational efficiency of City development activity.
1. Implement and monitor the performance of the community development software system, EnerGov, to streamline business processes related to development. (Office of the City Manager) – COMPLETED: 2018

• Enhance the City as a destination for leisure and business travel. (Place-based)
  1. Develop a five-year renovation and facilities improvement plan for the City’s Convention and Entertainment Venues. (Conventions and Entertainment Facilities)
  2. Develop a plan to ensure Kansas City International Airport achieves success in becoming a 21st century airport for business and leisure. (Aviation) – COMPLETED: 2017
  3. Develop a plan to track and preserve investment in City-owned historic and cultural assets. (City Planning and Development)
  4. Develop a short-term rental ordinance to regulate residential unit sharing. (City Planning and Development) – COMPLETED: 2017
  5. Continue to pursue nonstop service for top domestic destinations currently unserved from Kansas City
  6. International Airport. (Aviation)

     Continue efforts to enhance transatlantic access from Kansas City International Airport. (Aviation)

  7. Monitor the finance, design, and construction of the New Terminal Program to bring it in on time and on budget. (Aviation)
  8. Develop a plan to reconstruct and revitalize Barney Allis Plaza and the Auditorium Parking Garage in accordance with Committee Substitute for Resolution 180768. (City Planning and Development)

Resident Priorities

As reported in the 2018 Kansas City, Missouri Business Survey, the top six City services that businesses have been most satisfied with over the past two years are:

1. fire incident response (96%)
2. ambulance/medical emergency response (90%)
3. fire inspections (86%)
4. KC Streetcar (84%)
5. health inspections(76%)

Businesses indicated that they were least satisfied with sidewalk maintenance (36%). The City services that are most important to businesses in Kansas City are (1) street maintenance and(2) police – crime/safety response.

According to the 2018-19 Resident Survey, 69.1% were satisfied with the ease of moving through airport security and 62.8% were satisfied with the availability of parking. The two airport services that residents considered most important to improve were: (1) food, beverage, and other concessions (31.7%) and (2) ease of moving through airport security (69.1%).

KPI

To protect Kansas City residents, visitors, and employees by providing comprehensive, high-quality public safety and public health services, including strategies to prevent or significantly reduce public safety and public health problems and threats in a timely manner.

Departmental Strategic Objectives and Strategies

1. Reduce crime among all age groups, placing an emphasis on young offenders.
1. Expand the City’s efforts to build relationships with partner agencies and to increase youth intervention and violence prevention programs. (Office of the City Manager)
2. 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) – COMPLETED: 2018
3. Develop a Park Ranger program to promote safety and stewardship in parks and facilities. (Parks and Recreation) COMPLETED: 2018
4. Utilizing a multidisciplinary and departmental approach, implement a messaging campaign to support positive social norms and behaviors of youth and young adults. (Health)


2. Evaluate and identify areas of opportunity in the emergency response delivery system to ensure the best possible patient outcomes.
   1. Measure the impact and effectiveness of the Kansas City Assessment and Triage Center (KC-ATC). (Office of the City Manager) – COMPLETED: 2018
   2. Implement the Ground Emergency Medical Transportation (GEMT) program that provides supplemental reimbursement for ambulance services to Missouri HealthNet participants. (Fire) COMPLETED: 2018
   3. 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)
   4. Develop initiatives to reduce the number of high utilizers of emergency response services. (Emergency Medical Director)
   5. Expand the City’s surge capacity for major outbreaks. (Health)


3. Improve the diversity of employee recruitment, succession planning, and retention in the Police and Fire Departments.
1. Develop a multi-year plan to implement the recommendations of the Kansas City Police Department’s staffing study. (Office of the City Manager)
2. Develop partnerships with local educational institutions to increase the number of the City’s entry-level public safety workforce. (Office of the City Manager)


4. Increase effectiveness and efficiencies of operations at Municipal Court in order to achieve the best possible outcomes for those served.
1. Measure the efficiency and effectiveness of the Municipal Court by utilizing standards, applicable to Municipal Court, established by the National Center for State Courts (NCSC). (Municipal Court)
2. Refine the standards and policies of the City’s Drug Court to meet the needs of chronic offenders. (Municipal Court) – COMPLETED: 2017
3. Develop a long-term funding and housing strategy for incarcerated detainees and sentenced persons with municipal infractions. (Office of the City Manager)


5. Prevent animal-related threats to public safety and support animal welfare.
   1. Partner with nonprofit providers 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 vet offices. (Neighborhoods and Housing Services-Animal Health and Public Safety)
   2. Develop a plan to further improve animal response operations. (Neighborhoods and Housing Services) – COMPLETED: 2018
   3. Engage pet owners in responsible pet ownership through education and Public Service Announcements (PSAs). (Neighborhoods and Housing Services) – COMPLETED: 2018

Resident Priorities

According to the 2017-18 Resident Survey, 58.8 percent of respondents indicated that they were satisfied with the feeling of safety in their neighborhood, slightly up from 58.2 percent in 2017-18; 80.9 percent were satisfied with the overall quality of local fire protection and rescue; and 79.2 percent were satisfied with how quickly fire and rescue personnel respond to emergencies.

Police services remained second on the importance-satisfaction ranking. Fire/Ambulance services moved down to twelfth on the priority ranking this year.

The two Police services that residents thought were the most important for the City to improve were: (1) the City’s overall efforts to prevent crime (32.9 percent satisfied) and (2) the visibility of police in neighborhoods (40.2 percent satisfied). The two Fire and Emergency Medical services that residents thought were the most important for the City to improve were: (1) how quickly Emergency Medical personnel respond to emergencies (75.2 percent satisfied) and (2) how quickly Fire and Rescue personnel respond to emergencies (79.2 percent satisfied).

KPI

To improve the City’s physical infrastructure with special attention to streets, curbs, sidewalks, and water/sewer systems, and strengthen the multi-modal transportation system in ways that enhance connectivity among neighborhoods, business centers, and cultural/health/recreational destinations.

Departmental Strategic Objectives

1. Enhance the City’s connectivity through a safe, efficient, convenient, and sustainable multi- modal transportation system.
1. Seek and implement Smart City opportunities and operationalize technologies. (Office of Innovation)
2. 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)
3. Develop a plan to enhance pedestrian connectivity through sidewalk repair, replacement, and gap removal, in conjunction with GO KC bond funding. (Public Works)
4. Adopt the BikeKC plan and begin implementation. (Office of the City Manager)
5. Implement TrailsKC plan. (Office of the City Manager) – NEW: 2019


2. Develop environmentally sound and sustainable infrastructure strategies.
1. Participate in efforts to develop a regional climate action plan, facilitated by the MetroKC Climate Action Coalition, with an expectation that it will help lay the ground work for the City’s efforts to create a Climate Resilience Plan specific to Kansas City. (Office of Environmental Quality)
2. Update City’s Climate Protection Plan with new goals for greenhouse gas emission reduction and incorporating new strategies. (Office of Environmental Quality)
3. Identify 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) – COMPLETED: 2018
4. Reduce financial impacts of the City’s Smart Sewer Program by proactively working with EPA to adjust the timeline for project completion and proposing additional green infrastructure solutions. (Office of the City Manager)
5. Implement the City’s Smart Sewer Program to meet the City’s federal consent decree requirements. (Office of the City Manager)
6. Reduce greenhouse gas emissions in City fleet by reducing gas and diesel consumption. (General Services)
7. Collaborate with KCP&L to support implementation of Renewables (non-carbon based power) Direct Program. (Office of Environmental Services)


3. Engage in efforts to strategically invest in the City’s infrastructure.
1. Develop and update infrastructure asset management plans for critical assets. (Public Works)
2. Implement the expanded public art program and ongoing maintenance of those efforts. (General Services)
3. 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)
4. ADA Awareness Training for City Employees (Ongoing). (Office of the City Manager)


4. Increase and support local workforce development and minority, women, and locally-owned businesses.
   1. 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)
   2. Adopt Workforce Disparity Study and begin implementation of broader workforce development programs across City and statutory agencies. (Human Relations)
   3. Develop a local preference plan for use in City and statutory agency projects. (Human Relations)

Resident Priorities

A combination of low satisfaction and high importance means residents continue to rank maintenance of streets, sidewalks, and infrastructure as the City’s highest priority in the 2018-19 Resident Survey. Public transportation was the fourth highest priority.

Residents were most satisfied with: (1) maintenance of street signs and traffic signals (54.7 percent) and (2) the adequacy of city street lighting (54.3 percent). Residents were least satisfied with: (1) the maintenance of city streets (21.6 percent) and 2() the condition of sidewalks in the City.

Water services that residents were most satisfied with were: (1) quality of Water Services customer service (43.5 percent) and (2) the condition of catch basins in neighborhoods (41.9 percent).

KPI

To create an internal culture that focuses on the customer across all services provided by the City, supports essential internal and external communication, and fosters public engagement.

Departmental Strategic Objectives and Strategies

1. Continually seek innovative and creative ways to connect with the public and staff while applying an integrated and strategic approach to all communication efforts
1. 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) – COMPLETED: 2018
2. 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) – COMPLETED: 2017
3. Create at least one Public Service Announcement (PSA) per quarter on important City issues. (City Communications Office) – COMPLETED:2018
4. Improve communication between staff and customers by using plain language. (DataKC) NEW: 2019


2. Expand resident engagement in activities throughout the City, including the Citywide Business Plan and budget review processes.
1. Identify new methods of promoting resident participation at events, such as the Citizen Engagement University, Resident Work Sessions, and other public hearings. (Finance-Organizational Development)
2. 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) – COMPLETED 2018
3. Develop and implement new strategies for community engagement. (Finance) – NEW: 2019


3. Promote trust and understanding through transparency.
1. 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)
2. Respond to the most frequent public information requests by providing data on the Open Data Portal. (Office of the City Manager) – COMPLETED: 2018
3. Identify ways to impart information more effectively to personnel in the field. (Office of the City Manager)1
4. Disseminate a manual on best practices to improve intra- and inter-departmental communication. (Finance- Organizational Development)2


4. Improve the internal and external customer experience.
   1. Monitor established customer service standards that can be applied across all departments, and report performance. (Office of the City Manager)3 – COMPLETED: 2018
   2. Create a central repository for collecting feedback about customer service citywide. (Office of the City Manager) COMPLETED: 2018
   3. Develop a Coaching to a Culture of Service training for supervisors and managers. (Human Resources-Education and Development)
   4. Develop sustainable strategies to continuously engage all employees and implement recommendations made by the Employee Engagement and Empowerment committees. (DataKC) – NEW: 2019

Resident Priorities

As reported in the 2018-19 Resident Survey, residents continue to feel positively about Kansas City as a place to live, raise children, and work. Overall satisfaction with the quality of City services declined to 53.5 percent from 55.8 percent in 2017-2018, but the overall image of the City increased to 61.3 percent from 61.0 percent in 2017-2018. Satisfaction with the City’s image is up 24.4 percent from when it was first tracked in  2005, but down from a high of 66.8 percent in 2015-16.

KPI