City Council Work Session

City Council Work Session Agenda City Hall, 9001 W. 62nd Street February 23, 2026 - 7:00 PM If you require any accommodation (i.e. qualified interpreter, large print, reader, hearing assistance) in order to attend this meeting, please notify the Administrative Office at 913-322-5500 no later than 24 hours prior to the beginning of the meeting. WORK SESSION ITEMS 1. Discuss the FY27 City Council Budget Goals & Objectives Item Information Form - FY27 City Council Budget Goals & Objectives  Item Information Form Subject/Agenda Item: Discuss the FY27 City Council Budget Goals & Objectives Submitted By: Caitlin Gard, Assistant City Administrator Meeting Date: February 23, 2026 Project Background/Description: The City Council Budget Goals & Objectives document provides guidance to staff during the annual budget development process. In January, staff solicited City Council members for any suggested additions, deletions, or modifications to the existing FY26 Goals & Objectives. Councilmember Yadrich requested the following new goal be added under Council Goal #1: Enhance Community Identity and Connections  Add 1.5 Expand Community Partnerships. Explore municipal partnership opportunities, including a potential sister city relationship, that support community identity, cross- cultural education, economic opportunities, and city-to-city problem solving. Councilmember Chivetta requested the following new goals be added and updated  Update 1.4.B. to Advance Council consideration of a long-term public art funding framework, including review of a percent-for-art policy and continued support for community-based public art.  Add 3.3.B. Evaluate wildlife management strategies, including regional coordination, to address impacts on neighborhoods and public spaces.  Update 3.4.A. to Create and maintain a well-connected transportation network that includes efforts related to walkability, bikeability, and providing safe access east/west across I-35 and north/south along Antioch Road.  Add 3.4.D. Improve pedestrian safety near schools and along major corridors through targeted infrastructure investments and regional coordination.  Add 3.5 Housing Choice & Neighborhood Stability o 3.5.A. Expand housing options and support neighborhood stability through targeted zoning strategies, small-scale development opportunities, and programs that help residents remain safely in their homes. o 3.5.B. (to replace the former 3.3.A) Explore updates to existing grant programs or new tools to support home maintenance, aging-in-place, and long-term neighborhood health. Councilmember Hands requested the following goals be updated  Update 1.3.D. to Consider sustainability and high design standards across City facilities, office practices, fleet operations, and construction or repair projects.   Update 2.2 to Recruit and retain a high-performing workforce through inclusive recruitment practices that expand applicant diversity and reflect the needs of the community. o Update 2.2.1 to Fund competitive compensation and professional development while strengthening recruitment outreach and workforce skills to better serve Merriam’s diverse community. o Add 2.2.B Evaluate workforce skills and language capacity to support effective service delivery to all residents.  Add 3.3.A Expand resident education on tree health and invasive species management to support a resilient urban forest.  Add 3.3.C Promote pollinator-friendly landscaping and practices to support biodiversity and environmental health. In addition, staff is recommending updates to several existing goals based on work completed over the past year: Council Goal #1: Enhance Community Identity and Connections  Update 1.1.B “Provide opportunities for residents to engage in city affairs utilizing the Community of All Ages playbook.” Staff recommends expanding this goal to allow for broader engagement strategies while maintaining alignment with Communities for All Ages principles. Proposed language: “Expand meaningful resident engagement in city affairs using the Communities for All Ages playbook and a variety of inclusive outreach and participation strategies."  Remove/Table 1.2.B “Complete a community-wide strategic planning process.” With the Downtown Master Plan process beginning soon, staff recommends adjusting this goal to reflect a more realistic, phased approach to long-term planning. While a community-wide strategic plan remains a future priority, it is unlikely to occur in 2026/2027. Council Goal #2: Provide Exceptional Service Delivery  Update 2.3.C “Investigate a single hauler trash, recycling and leaf removal program.” This goal has been fulfilled. Staff recommends updating the language to reflect implementation and performance outcomes. Proposed language: “Oversee implementation of the single-hauler trash, recycling, and leaf removal program, with a focus on resident education and service quality.” Council Goal #3: Improve Physical Conditions and Property Values  Update 3.1.A "Utilize the Neighborhood Services Manager to connect residents with the available resources to maintain their properties" Removing the position specific call-out allows this goal to more broadly apply to other positions throughout the city that can also support this goal. Proposed language: "Connect residents with the available resources to maintain their properties" Council Goal #4: Maintain Economic Vitality  Update 4.3.A “Continue to promote the Upper Turkey Creek mitigation project as a viable option to enhance downtown.” To avoid committing to a specific solution prior to Council direction, staff recommends revising this goal to emphasize evaluation and coordination with the Downtown Master Plan. Proposed language: “Evaluate flood mitigation strategies, including the Upper Turkey Creek project, in coordination with the Downtown Master Plan process.” Finally, staff has updated the format of the FY27 Council Goals & Objectives document to better reflect Council’s strategic role and provide clearer guidance during the budget development process. The revised structure shifts from a detailed task-based format to a higher-level strategic priorities framework that focuses on outcomes, alignment, and direction. Additionally, staff added a one-sentence goal description, for each, to clarify intent and improve readability, as the goals have not been defined, other than the objectives in the past. These updates are intended to create a clearer, more usable framework for both Council and staff, strengthen alignment between Council direction and budget development, and provide a consistent structure that can be reused annually. This work session is to facilitate discussion regarding all of the above proposed changes. Once finalized, staff will bring back a final draft for approval at the March 9, 2026 City Council meeting. City Council Goals and Objectives: 1.0 Enhance Community Identity and Connections 2.0 Provide Exceptional Service Delivery 3.0 Improve Physical Conditions and Property Values 4.0 Maintain Economic Vitality Supporting Documents: City Council Budget Goals and Objectives - NEW City of Merriam City Council Budget Goals and Objectives | FY2027 Approved February 23, 2026 Purpose This document outlines the City Council’s budget goals and objectives for Fiscal Year 2027 and provides high-level direction to staff during budget development and work planning. These priorities reflect Council’s policy goals and guide major initiatives, investments, and organizational focus. This document is intended to guide decision-making, not list every operational activity. Staff will align departmental work plans and budget recommendations to these priorities and provide periodic progress updates throughout the fiscal year. How to Read This Document - Council Goals represent long-term policy direction. - Strategic Priorities identify focus areas for the upcoming fiscal year. - Key Measures provide high-level indicators of progress. Progress Reporting Staff will provide quarterly updates tied to each Council Goal, highlighting major milestones, challenges, and upcoming actions. These updates will focus on progress toward Strategic Priorities rather than operational detail. Annual Review City Council will review and update this document annually as part of the budget development process to reflect evolving priorities, completed initiatives, and emerging community needs. Council Goal #1 | Enhance Community Identity and Connections Strengthen Merriam’s sense of place by fostering meaningful community engagement, building partnerships, and creating opportunities for residents to connect with each other and their city. Strategic Priority 1 | Facilitate better communication between the city and its residents Key Measure A | Continue to review, revise and enhance the city's communications to ensure relevancy, accessibility, transparency, and a superior user experience. Key Measure B | Expand meaningful resident engagement in city affairs using the Communities for All Ages playbook and a variety of inclusive outreach and participation strategies. [Leave an editable PDF box here for quarterly updates] Strategic Priority II | Gain insight into public sentiment on community issues and services Key Measure A | Conduct a resident and business satisfaction survey every three years to gauge public perception of service delivery. [Leave an editable PDF box here for quarterly updates] Strategic Priority III | Encourage participation in sustainability initiatives including economic, environmental, and social sustainability Key Measure A | Coordinate the annual recycling event with other NEJC cities. Key Measure B | Identify a preferred vendor and negotiate a discounted rate for an optional curbside composting service and curbside glass recycling. Key Measure C | Participate in the metro-wide Climate Action KC discussion and explore opportunities to implement relevant programs in the community. Key Measure D | Consider sustainability and high design standards across City facilities, office practices, fleet operations, and construction or repair projects. [Leave an editable PDF box here for quarterly updates] Strategic Priority IV | Support a public art program throughout the City Key Measure A | Provide funding in the 5-yr CIP Budget for the selection, creation and installation of public art. Key Measure B | Advance Council consideration of a long-term public art funding framework, including review of a percent-for-art policy and continued support for community-based public art. [Leave an editable PDF box here for quarterly updates] Strategic Priority V | Expand Community Partnerships Key Measure A | Explore municipal partnership opportunities, including a potential sister city relationship, that support community identity, cross-cultural education, economic opportunities, and city-to-city problem solving. [Leave an editable PDF box here for quarterly updates] Council Goal #2 | Provide Exceptional Service Delivery Ensure City services are reliable, responsive, and resident-focused through continuous improvement, operational excellence, and thoughtful implementation of major initiatives. Strategic Priority 1 | Improve the utilization of technology to increase efficiency Key Measure A | Explore opportunities to better connect existing technologies to provide a more robust and seamless user experience. [Leave an editable PDF box here for quarterly updates] Strategic Priority II | Recruit and retain a high-performing workforce through inclusive recruitment practices that expand applicant diversity and reflect the needs of the community. Key Measure A | Fund competitive compensation and professional development while strengthening recruitment outreach and workforce skills to better serve Merriam’s diverse community. Key Measure B | Evaluate workforce skills and language capacity to support effective service delivery to all residents. [Leave an editable PDF box here for quarterly updates] Strategic Priority III | Investigate and develop pilot programs to explore new ways to deliver services Key Measure A | Regularly monitor the results of new initiatives and adjust accordingly to maximize efficiency and ease of access. Key Measure B | Continue the mental health co-responder program and regularly monitor usage to anticipate future needs. Key Measure C | Oversee implementation of the single-hauler trash, recycling, and leaf removal program, with a focus on resident education and service quality. [Leave an editable PDF box here for quarterly updates] Council Goal #3 | Improve Physical Conditions and Property Values Protect and enhance Merriam’s neighborhoods by supporting quality development, maintaining community standards, and investing in infrastructure that strengthens property values and long-term livability. Strategic Priority 1 | Reduce the number of repeat code offenders Key Measure A | Connect residents with the available resources to maintain their properties. Key Measure B | Ensure repeat code offenders are fairly and appropriately adjudicated in Municipal Court. [Leave an editable PDF box here for quarterly updates] Strategic Priority II | Sustain capital improvement efforts. Key Measure A | Continue to submit for federal and county grants to leverage the use of City funds. Key Measure B | Coordinate multi-year CIP efforts to minimize disruptions within neighborhoods. [Leave an editable PDF box here for quarterly updates] Strategic Priority III | Partner with neighborhoods to improve maintenance of common areas Key Measure A | Continue to increase our urban forest throughout the City and expand resident education on tree health and invasive species management to support a resilient urban forest. Key Measure B | Evaluate wildlife management strategies, including regional coordination, to address impacts on neighborhoods and public spaces. Key Measure C | Promote pollinator-friendly landscaping and practices to support biodiversity and environmental health. [Leave an editable PDF box here for quarterly updates] Strategic Priority IV | Improve safety for all modes of travel throughout the community Key Measure A | Create and maintain a well-connected transportation network that includes efforts related to walkability, bikeability, and providing safe access east/west across I-35 and north/south along Antioch Road. Key Measure B | Continue to maintain streets, trails, and pedestrian pathways. Key Measure C | Coordinate public transit upgrades with the Johnson County Transit Strategic Plan. Key Measure D | Improve pedestrian safety near schools and along major corridors through targeted infrastructure investments and regional coordination. [Leave an editable PDF box here for quarterly updates] Strategic Priority V | Housing Choice & Neighborhood Stability Key Measure A | Expand housing options and support neighborhood stability through targeted zoning strategies, small-scale development opportunities, and programs that help residents remain safely in their homes. Key Measure B | Explore updates to existing grant programs or new tools to support home maintenance, aging- in-place, and long-term neighborhood health. [Leave an editable PDF box here for quarterly updates] Council Goal #4 Maintain Economic Vitality Support a strong local economy by advancing redevelopment opportunities, attracting investment, supporting existing businesses, and positioning Merriam for sustainable growth. Strategic Priority 1 | Provide support to existing businesses Key Measure A | Focus on capital improvements that enhance economic opportunity and minimize business disruption. Key Measure B | Develop relationships with local owners and business associations. [Leave an editable PDF box here for quarterly updates] Strategic Priority II | Expand the commercial tax base. Key Measure A | Promote Merriam as being an attractive and viable option for redevelopment opportunities. Key Measure B | Utilize the incentive toolbox to support redevelopment in key areas of the City. [Leave an editable PDF box here for quarterly updates] Strategic Priority III | Facilitate a public discussion about future development possibilities in downtown Merriam Key Measure A | Evaluate flood mitigation strategies, including the Upper Turkey Creek project, in coordination with the Downtown Master Plan process. [Leave an editable PDF box here for quarterly updates] Strategic Priority IV | Promote a diverse revenue structure and maintain adequate reserves. Key Measure A | While maintain adequate reserves and funding City services, reduce the City's mill levy when possible. [Leave an editable PDF box here for quarterly updates]