McCandless on the Issues
Independence is at its best when its residents are healthy and proud. The health of the City requires a safe, connected, confident citizenry. I want the City to have a shared long-term plan to achieve Independence’s potential.
It is important to be for something and make decisions based on good information, listening and learning from the community, identifying the necessary resources, engaging potential partners, and relying on professional staff.
This shares how I would approach various issues. I will continue to learn and evolve as issues develop. This list addresses issues that are important to the city but of course, new issues will arise over the four-year term.
HEALTHY AND PROUD
How the City looks matters to residents and enhances the business environment
What we know: Trash accumulation along medians and roadsides has exploded. The City has 575 miles of roadsides within the city limits.
What we can do: Roadside pickup requires a dedicated effort of professional staff and can be complemented by volunteer efforts.
What will it take: Public plan for roadside maintenance with opportunities for volunteer neighborhood clean-ups.
Partnership with MoDOT for maintenance of the many shared roadsides (Highway 40, 78, 291, on and off ramps.) Pursue formal partnerships through MoDOT to promote native plantings and landscape areas that are shared responsibilities with the City.
Increase the allocation of the budget to road repair and repaving.
PUBLIC SAFETY
Residents are concerned about increasing property crime
What we know: The Independence Police Department is not sufficiently staffed. The City has made a major investment in a new communications dispatch center, however the police station is aging and no longer fully serves the needs of the staff.
What we can do: Voter approval of Proposition P (Pets and Police) allows the City to collect sales tax from online sales. Proposition P dedicates funding to hire 30 additional police officers. This will take years of deliberate recruitment and cultivation of young officers. This needs to be complimented by community engagement efforts such as community policing, Neighborhood Watch, Citizens Police Academy, and Volunteers in Policing Service (VIPS).
We need to support the mental health and wellbeing of the police officers themselves through EAP services and through staffing that respects trauma’s impact on officers in the field.
What will it take: Investment in vetted technology and the new Street Crimes Unit have been highly successful. Investment in community policing will be the next step. The City needs to become the community of choice for new officers, and we need to pursue targeted investment in partnerships with Metropolitan Community College and apprenticeship opportunities for graduates.
PRUDENT ECONOMIC DEVELOPMENT
Independence has unrealized potential for economic development
What we know: NorthPoint project has been approved and will create the space for fulfillment centers, warehousing, and other businesses. There is enough vacant building space elsewhere to house additional enterprises. The Chamber of Commerce is increasingly dynamic and is supporting existing and potential businesses. Additional development supports both the tax base and diversifies the customer base for the utilities.
What we can do: The City, in partnership with the Economic Development Council (EDC) and the Chamber, needs to find synergies with the future tenants of the Northpoint development.
What will it take: The City needs to carefully deploy the variety of tools at its disposal; TIF, CID, TDD, and other economic tools can complement development. This also requires investment in high quality legal review of potential projects.
The City should not guarantee debt on any project.
EXEMPLARY CITY SERVICES
The City is responsible for providing basic services (street maintenance, police, fire, water, electrical services, and storm water runoff)
What we know: The City encompasses 78 square miles which includes 575 miles of streets, 760 miles of water mains, 233 miles of storm water lines, and 843 acres of parks. A report on capital needs states $27.5 million will be needed over the next 20 years for maintenance of existing streets and bridges. The dedicated streets sales tax voters approved likely will decline in coming years as retail sales move from brick and mortar to online retail. Online use tax revenue will gradually increase to allow for some prudent allocation to basic services.
What we can do: Other cities have authorized General Obligation (GO) bonds to update sidewalks, gutters, and streets. It will be important to prioritize limited city funds to address important projects, and to maximize opportunities to obtain state and federal resources to make additional projects possible.
What will it take: Continued council focus on providing, maintaining, and addressing basic city services.
Public dashboard representation of progress toward the goals of repaving streets, maintenance of water mains, and storm water lines.
Investment in and appreciation of the dedicated, quality staff that serve the City.
UNHOUSED PEOPLE
The City is experiencing a growing number of unhoused people
What we know: The Independence Police Department reports a growing number of encampments throughout the City. It is difficult to get an accurate count. The Salvation Army Crossroads Shelter on Truman Road is regularly full and there is not enough community capacity for single adults, let alone children and families. There are homeless people due to mental health issues and drug addiction. Many individuals and families are unsheltered due to low wages, unaffordable housing, and evictions. Economic issues have exacerbated food insecurity and housing insecurity.
What we can do: The City is poorly structured to deal with this issue. The City demolished several pay-by-the-week hotels which may have contributed to the problem. The City does not itself provide mental health or social services. Shutting down tent cities is a short term solution and does not solve the problem. It merely moves the homeless to another part of the community.
What will it take: This is a complex issue affecting communities across the country. This requires a regional approach to avoid just shifting homeless from one part of town to another. We can learn from the efforts of others.
We need a dedicated housing committee that will involve city leadership and a broad set of community partners – agencies, organizations, churches – to try some pilot projects to see what is effective here. The City must partner with Kansas City both for shared grant opportunities and for regional cooperation.
GOVERNMENT INTEGRITY
Residents expect open and honest government
What we know: Independence has been in the news for less than flattering reasons. High-performing organizations require modeling of ethical and honest behavior starting at the top.
What we can do: We have the opportunity to strengthen conflict of interest requirements in the City Charter, adhere strictly to sunshine provisions, and take full advantage of social media to keep the community better informed.
What will it take: Election of city council members who begin their terms with the express commitment to transparency and accountability.
I would hold monthly public visits with constituents in the four districts.
INDEPENDENCE POWER AND LIGHT
The city has over 56,000 electric customers and IPL has annual revenues of approximately $150 million, but they have had several years of losses and reduced annual reserves
What we know: IPL rates are higher than surrounding municipalities. The commercial and industrial rates are not competitive. IPL has experienced significant leadership turmoil and organizational challenges. Past councils have not taken advantage of well-done studies or been willing to put together a long-term roadmap to address these issues. Currently IPL is a purchaser of energy generated outside of the area and creates only 3% of its own energy. The utility primarily acts as an energy pass through to the consumer. The upheavals in the energy market and new generation/storage opportunities mean that the landscape is evolving very rapidly and requires a sophisticated approach.
What we can do: Take a critical look at every option for the future of IPL, including being a more robust generator of energy, becoming a full pass-through entity, or being in partnership with other entities to provide Independence energy.
What will it take: Taking a long-range view of the future of IPL in partnership with the Public Utility Advisory Board and energy experts. This should culminate in a 10-year plan to supply affordable, reliable energy that takes into account environmental needs and the energy future.
THE CITY BUDGET
The City’s general fund will not support future projected expenditures
What we know: The City’s general fund is roughly $75 million and unlikely to grow significantly in future years because of declining retail sales and loss of other city revenues. The City has several dedicated sales tax funds – streets, parks, storm water, police, and fire but these will decline as retail sales shift online. While there is now a use tax for online purchases, it is unclear whether the tax will fully replace the loss of local sales taxes.
What we can do: This will require tough decisions around city priorities. It will be important to improve city efficiency with technology (where possible) and it will require a focus on how best to provide basic services. The City has obligations to retired employees, adding more pressure on the city budget.
What will it take: We will need to figure out a long-term financial strategy for the City over the next 10 to 20 years. Voters presently are reluctant to approve any new taxes beyond those currently in place. There are opportunities for some grant dollars to complement the city revenues.
While it may seem counterintuitive to bring more people into the City, that should be the long-term focus of Independence. We’ve had an influx of new families who bring their energy and economic investments to the City. Developing a comprehensive and well-communicated housing plan will continue the rejuvenation of neighborhoods and the tax base.