Strategic Plan 2001-2005 ll Back to Administration Home Page ll

1.  Improve Relationships With Citizens: Communications

a.)  What Is To Be Done?
Expand opportunities for communication between elected officials, staff, and citizens through a variety of efforts. Such methods may include facilitation of face-to-face meetings (such as informal gatherings), improved website utilization and enhancements where cost-effective, encouragement of citizen participation in a “Mission Possible” style program tailored to evaluate and recognize citizen ideas about government operations, and written communication and the means of disseminating such information. All efforts are to be pursued with the objective of encouraging inclusiveness and fostering two-way communication between citizens and government officials.

b.)  How Will It Be Accomplished?
Face-to-face meetings will focus on a particular current topic at a set time, adequately advertised, conveniently scheduled, easily accessible, and inviting. Residents’ use of the city website will be assessed before site enhancements are recommended. The “Mission Possible” style program will be tailored to the unique involvement of citizens. The method and means of distribution of written communication to residents will be critically assessed as to its effectiveness.

c.)  Who Will Be Responsible for Accomplishing It?
The Public Information Officer will lead the implementation of this action step with assistance from support staff, City Council, and members of the community with appropriate skills.

d.)  When Will It Be Accomplished?
The format for these initiatives will be determined by October 2005 with the initial effort on a specific topic conducted by January 2006. 

e.)  What Will Signify Completion?
Completing an informal gathering over a one-year period, at which time the initiative will be assessed before deciding whether to continue it, modify it, or end it. The adequacy or need for changes to the website will be defined in a report and a deliberate decision made by the City Council. The “Mission Possible” concept will be considered complete when the policy and procedures are in place and promoted for a period of one year from the adoption of this plan.

2.          Improve Relationships With Citizens:
Seek Volunteer Opportunities For Government & Community Needs

a.)  What Is To Be Done?
Facilitate volunteer services from Kirkwood residents of all ages to assist with important government tasks and to address community needs, particularly those of the senior adults and the disabled population.

b.) How Will It Be Accomplished?
Identify meaningful job functions in city government that are suitable for volunteers. Determine various types of private citizen needs that are going unmet within the community inclusive of a resident’s age, disability, or unavailability of family support. A master list of needs, volunteers, and their areas of interest will be developed and maintained -- by a volunteer, if possible.

c.) Who Will Be Responsible for Accomplishing It?
The Parks & Recreation Director will facilitate a meeting of various organizations, houses of worship, and school representatives in an attempt to identify the community needs and a separate meeting with management staff to identify city government tasks that need accomplishment and that could be an appropriate job assignment for a volunteer. The Public Information Officer will be utilized to publicize the program to solicit volunteers and advertise all aspects of the program.

d.) When Will It Be Accomplished?
System established by January 2006.

e.) What Will Signify Completion?
The existence of a waiting list of desired assignments and a survey of the various organizations, churches, and the public of the program’s effectiveness and a history of six successful projects meeting resident or city needs.

3.  Reduce Costs Of City Operations.   

a.)  What Is To Be Done?
Prepare a plan to reduce city budget by $2.0 – $2.2 million by March 31, 2007, through identifying more efficient methods of providing services and evaluating the true need for the provision of the service as identified by public input through reliable dialogue and polling.

b.)  How Will It Be Accomplished?
Reliable dialogue and polling with citizens will be utilized to identify numerous options to be considered.  These include outsourcing, merging services with other agencies, eliminating or down-sizing services, privatizing services, job sharing, employee attrition and if necessary employee layoffs.  If long–term revenue projections change, the target reduction should be reevaluated and possibly altered.

c.) Who Will Be Responsible for Accomplishing It?
The Chief Administrative Officer is ultimately responsible for attainment of this goal utilizing resources previously listed. A task force including the city’s management team and two members of the Citizen Finance Committee, prior chairs of the Citizen’s Finance Committee, resident corporate executives of large corporations, local business owners, and representative citizens. If such a team recommends the retention of contractual management assistance, such recommendation should be seriously considered by the City Council.

d.) When Will It Be Accomplished?
In February 2005, the Chief Administrative Officer and the Citizen’s Finance Committee will define its assumptions and its recommended approach.  By April 1, 2005, the Fiscal 2005-2006 budget will have been adopted by the City Council.  Immediately following the adoption of a Fiscal 2005-2006 budget, a team as outlined above shall be assembled with the assistance of the City Council and begin the task of critiquing the existing budget and developing a strategy for a long-term financial plan. This assessment will devote specific attention to the use of attrition in reducing employee costs. This assessment should be updated and expanded by January 1, 2006. By March 31, 2007, the entire plan should be implemented.

e.) What Will Signify Completion?
Presentation of the 2007-2008 budget to the City Council that reflects a long-term vision of the city operating in a financially viable fashion on an on-going basis.

4.    Enhance City Revenues: Review Tax Options

a.) What Is To Be Done?
Review and analyze property taxes, utility gross receipts, and sales taxes.

b.) How Will It Be Accomplished?
Develop report that determines the revenue potential and the political feasibility for each option. 

c.) Who Will Be Responsible for Accomplishing It?
The Director of Finance with necessary assistance from management staff as needed.  

d.) When Will It Be Accomplished?
January 2006.

e.) What Will Signify Completion?
Written report submitted to City Council.

5.  Enhance City Revenues: Revenue Options

a.)  What Is To Be Done?
Review and analyze all current and potentially new revenues, fees, utility rates and charges, and potential contributions from not-for-profits not subject to taxation in an attempt to increase revenue and equity among recipients of municipal services.

b.)  How Will It Be Accomplished?
Possible fees to be analyzed include, but are not limited to, inspection fees, fire plan review fees, alarm license fees, false alarm fees, accident/fire suppression response fees, impact fees, planning and zoning process fees, ambulance non-transport callout fees, and contributions from non-profit organizations receiving City services. Department heads, working both individually and collectively, will develop and analyze the options. Department(s) responsible for the respective revenue will review and analyze the source.  The analysis will include cost recovery implications and comparisons within the St. Louis region.  Inflationary factors will be incorporated in the analysis.

c.) Who Will Be Responsible for Accomplishing It?
The Finance Director will coordinate this initiative with the support of all department heads as needed.

d.) When Will It Be Accomplished?
March 2007.

e.) What Will Signify Completion?
Written report submitted to the Chief Administrative Officer and recommendations to the City Council.

6.  Enhance City Revenues: Sales Tax Classification

a.) What Is To Be Done?
Assess potential benefit of Kirkwood’s shifting from a point-of-sales (i.e., A) city to a pooled (i.e., B) city on an annual basis.

b.) How Will It Be Accomplished?
Examine how point-of-sales cities that have annexed property classified as pooled sales tax territory have fared. Prepare projections of likely development in Kirkwood and demographic trends both in Kirkwood and the region. Assess consequences of Kirkwood’s shifting from a point-of-sales (i.e., A) city to a pooled (i.e., B) city.

c.) Who Will Be Responsible for Accomplishing It?
Finance Director.

d.) When Will It Be Accomplished?
August 2006, or in sufficient time to allow for analysis and compliance with State statute governing the creation of the taxing regulations. Such completion date shall be dependent upon receipt of timely information from both St. Louis County and Missouri Department of Revenue.

e.) What Will Signify Completion?
Written report submitted to Chief Administrative Officer containing a formal recommendation to the City Council.

7.  Enhance Retail Development: Identify Economic Development Opportunities That Blend With Goals Of Vision 2015

a.) What Is To Be Done?
Identify an appropriate business development strategy that will be compatible with Kirkwood’s residential character and the goals of Vision 2015 to enhance the community and create economic generators that support city services.

b.) How Will It Be Accomplished?
Maintain and market the pedestrian-friendly shopping environment in the Special Business District. Adhere to the Downtown Urban Design Plan, including a review of the appropriateness of disallowing occupancy of non-retail usage on the first floor of commercial buildings in designated areas of the downtown business district. For a limited duration, convene a creative consortium of motivated and knowledgeable residents, community leaders, and staff to verify the validity of existing strategies or suggest a more effective approach that fosters appropriate commercial development in other areas of the city such as the Manchester Rd. business corridor, S. Kirkwood in the general area south of the BNSF railroad tracks, the business community on W. Woodbine Ave. west of Geyer Rd., and other such areas that are potentially consistent with the guidance provided in the Vision 2015 Comprehensive Plan. Establish a business retention and attraction committee to develop strategies to retain and recruit desirable retail outlets.

c.) Who Will Be Responsible for Accomplishing It?
The Mayor and Chief Administrative Officer will identify the appropriate staff and elected officials whose involvement is necessary to accomplish these goals. Those involved should be, but not limited to, the Mayor and Council representative(s), the Executive Director of the Special Business District, the Executive Director of the Kirkwood Area Chamber of Commerce, designated various boards and commission representative(s), the city planner, and the Public Information Officer.

d.) When Will It Be Accomplished?
Identify participants for community dialogue on economic development issues by December 2005. Identify participants for business retention and attraction committee by December 2005, with first meeting held by summer 2006. Create marketing campaign to encourage shopping in Kirkwood and implement by June 2006.

e.) What Will Signify Completion?
More attractive retail environment and increased retail sales in the Special Business District and the other aforementioned retail areas. Written report presented to Chief Administrative Officer of economic development group’s findings by fall 2006. Business retention and attraction committee formed with ongoing meetings held as necessary. Implementation of selected economic development segments of the Vision 2015 Comprehensive Plan.

8.  Enhance Quality of Life: Park Master Plan

a.) What Is To Be Done?
Implement the Park Master Plan.

b.) How Will It Be Accomplished?
Park Board will prepare a final implementation priority list. The financial strategy will be developed in cooperation with the Finance Director. Appropriate resources will be retained for identified projects.

c.)  Who Will Be Responsible for Accomplishing It?
Parks and Recreation Director, working with the Park Board.

d.) When Will It Be Accomplished?
Based on established list of priorities, first project initiated by August 2005, second project initiated by August 2006, third project by August 2007, and fourth project by August 2008.

e.) What Will Signify Completion?
Each planned project will be completed on schedule and within budget.

9.  Enhance Quality of Life: Cultural Activities

a.) What Is To Be Done?
Identify resources and promote opportunities for cultural enhancement such as theater arts, instrumental and vocal music, visual arts, summer stock theater, literature, public art displays, and Chatauqua-type events.

b.) How Will It Be Accomplished?
Identify organizations that offer cultural activities and develop relationships that promote a variety of cultural events. Work with local organizations to recruit artists to display artwork. Review previous Chatauqua-type events and identify potential topics, presenters, site requirements, and necessary funding.

c.) Who Will Be Responsible for Accomplishing It?
The Parks and Recreation Director will coordinate efforts, with assistance from the Public Information Officer.

d.) When Will It Be Accomplished?
By October 2006, create implementation plan that identifies organizations and opportunities for expanding cultural opportunities within the city, with goal of establishing public art display or other cultural event by July 2007.

e.) What Will Signify Completion?
Implementation plan approved by City Council.