OPENPUBLICA · PUBLIC MEETING RECORD
Record of Proceedings

City of Joplin FY2025-2026 Key Initiatives Budget Presentation - May 12, 2025

City Council — Monday, May 12, 2025
BodyJoplin, Missouri
SessionCity Council
DateMonday, May 12, 2025
StatusFILED
Video Record
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0:00

All right, I have 545, so we'll get started.

0:03

Well, before we get started, I want to take a minute to thank Rochelle for filling in.

0:09

Holly comes back tomorrow, but round of applause and appreciation.

0:13

You've done an excellent job filling in and and I mean as we're looking forward to having her back.

0:21

Couldn't have been in better hands than with you, so thank you.

0:25

Mr.

0:25

Edwards.

0:26

Good evening, Mayor, Council.

0:28

I'm excited to uh start work on our budget process.

0:32

Uh the presentation you're about to get tonight was something.

0:35

Am I getting feedback?

0:37

Uh was something that you'd normally see in uh August.

0:40

Uh however, we've worked hard to change our budget process uh so that we can start on the process a little earlier.

0:48

Uh hopefully that'll allow uh uh allow us time to be more thoughtful about what it is we want to do for the upcoming year, be more mindful of our uh finances and uh get better overall collaboration.

1:02

So uh tonight is uh key initiatives update for FY 2025 and 2026.

1:09

You're gonna hear from each department director, I think them and Leslie for putting the time and energy uh into preparing this uh presentation.

1:18

We put a lot of thought into this.

1:20

This is what we're planning to do for the upcoming year.

1:24

So as we get into it, the uh just as a reminder, uh our budget is an operations plan.

1:30

So uh that is uh how we manage our workload.

1:34

Uh key initiatives are those things that we are planning to do for uh the current year and the upcoming year.

1:41

It's also a communication uh tool, so uh the budget's wonderful for us and transparency communicates uh you know how much is being spent in different areas, the type of expenditures that we have really helps us uh be transparent with the community.

1:58

It's a policy document.

1:59

So at the end, when council adopts a budget you're setting by ordinance, uh the expenditure amounts for the city.

2:06

Uh so it's important in that in that regard.

2:10

And then it's also a financial plan for us.

2:12

So it allows us to uh think strategically about how to use our resources, not just in one year but in future years.

2:20

So uh tonight uh we'll we'll give an update on uh 2025 and then start uh talking about 2026.

2:28

Leslie will follow me here in a minute on um kind of the general fund uh outlook or uh fund balance.

2:35

Um usually how the general fund goes, so do the other funds.

2:39

So we we spend a lot of time thinking about the general fund.

2:42

Uh for me, uh the FY26 outlook.

2:47

I'll just use one word uh that is uncertain.

2:50

Uh there are a lot of things at play uh locally uh in the state, certainly nationally.

2:58

It's really difficult uh to forecast what kind of uh financial condition we're gonna be in um you know 18 12 to 18 months.

3:08

So um for that reason and other reasons I really caution everybody uh that we uh not to take big financial risks this year.

3:18

Uh certainly we have a lot of resources and there's good things that can be done.

3:23

Uh and you'll hear about a lot of those tonight.

3:26

Uh but I really uh with the uncertainty ahead really want to be cautious and not overcommit the organization financially.

3:34

Uh so again, tonight's uh focus is on the uh operation uh plan component of the budget.

3:42

This is our way of managing workload.

3:45

So uh what you're seeing tonight, at least with the 20 uh 26 initiatives, those are our thoughts about the things that we need to do as an organization uh to drive some improvement.

3:58

If there's things on this list uh that uh uh you think might be a waste of time or won't uh won't meet the citizens' expectations, let's have that conversation.

4:09

There are things that you want to put on the list.

4:10

Let's talk about that.

4:11

Maybe something comes off and something else uh gets added.

4:15

But what I really want to walk away from tonight is uh this being basically our operations plan or our workload for the upcoming year.

4:24

Uh uh little uh surprises or unforeseen projects that really uh take up a lot of time and energy for staff and it delays the things that you want to see get done and don't want to don't want to frustrate you all in that regard.

4:39

So uh be thinking about uh workload.

4:44

So that I'll turn it over to Leslie for uh the general fund.

4:49

Good evening.

4:50

Um so this is you'll see a fund balance projection for each fund.

4:55

Um let me just say this is very high level.

5:00

uh take up a lot of time and energy for staff and it delays the things that you want to see get done and don't want to don't want to frustrate you all in that regard so uh be thinking about uh workload so that I'll turn it over to Leslie for uh the general fund good evening um so this is you'll see a fund balance projection for each fund um let me just say this is very high level it's not as much detail on the general fund as what I've been giving you every month um but essentially you'll see the the budget on the left hand you'll see through the fifth period uh we just closed the sixth period so I did not have time to uh input that in and have the presentation done uh by the due date and then the 2025 projections uh the main thing that you'll see with um the general fund obviously the the net change in fund balance um we're projecting um because of some very large capital items that we're purchasing that we're going to dip into our reserves for those capital items and you can see from this projection that um more than likely we're going to be dipping into fund balance even more so our unrestricted fund balance with this projection um is that will be about 15.8 million dollars um we'll have a much better projection when we bring you the proposed budget in in august so with that I'll turn it back to Nick thank you Leslie so uh this is the same format that you'll see for uh all the uh departments we'll start with uh 2025 uh key initiatives and then we'll talk about 2026 so in uh fiscal year 25 uh these were the key initiatives that were proposed at the time uh obviously the big one uh uh for uh my department which consists of uh basically three uh Tony and Whitney uh together uh a big part of our work this year has been to facilitate the delivery of grant and ARPA projects so uh really proud of this work um we have about a hundred million dollars to spend uh by uh the end of uh 2026 uh we we had a lot of success with grants and I think it's you're starting to see uh I won't say results but construction or activity out in the community I I do think it's gonna make a very uh big impact for us so uh we're still continuing work on that uh all of our funds have been properly obligated and we are uh still continuing to look for grants uh that might help us with our long-term uh needs so that's ongoing uh the second one is a plan for the demolition of Memorial Hall and the construction of a memorial park uh following council's direction uh there was uh thought to issue an RFP to see if there would be potential partners that were uh wanting to maybe take on the redevelopment of Memorial Hall that RFP closed on April 17th we did get one response which will need to be uh reviewed uh by council at a at an upcoming date don't have a date picked out just yet for that but uh uh depending on what you think of that RFP will drive uh next steps so uh that that process is ongoing and then the third thing is to assist uh the legal department with the charter review uh process charter has a lot of uh uh has a lot to say about operations of the city and so it's important uh to uh assist the committee that's leading that um uh with any potential potential changes that they might see uh committee uh charter review commission is to be formed to begin review um from what i've what I expect it could be a six to nine month process uh ending in an election uh as the charter revisions are presented to voters but uh that is underway so uh then flipping uh the page here to 2026 uh key initiatives um assist with the uh half cent uh sales tax renewal efforts uh so that is uh what we need a better name for it uh but I'll just use it uh this one time the Prop B renewal uh so we know that the punch the pension tax has been uh the sales tax to uh fully fund the pension plan has been really successful it's been uh ahead of schedule and so we could be in a position in 2026 to renew that uh to maybe uh continue uh driving some improvements for the community uh the election efforts are huge undertakings uh for us and there's a lot of pre-work to go into that so uh that's a key initiative uh proposed for this year second one is to uh improve internal emergency response plans and building security um won't be able to do all this in in one year but uh the police department's been doing a facility assessment for all of our uh buildings and they have numerous um um uh safety uh recommendations that can help uh safeguard our employees unfortunately uh you know the the world is kind of getting a little crazy and so it's important that we provide uh safe workplaces so I plan to plan on seeing uh layer a layering of uh security recommendations uh safety improvements in the budget uh the second uh continued delivery of long term uh plans so we've got obviously ARPA which I spoke about uh numerous other grants and then uh proposition action which is the uh use tax uh uh in funding the um uh the action plan

10:03

So I plan to plan on seeing uh layer a layering of uh security recommendations, uh safety improvements in the budget.

10:12

Uh the second uh continued delivery of long-term uh plans.

10:16

So we've got obviously ARPA, which I spoke about, uh numerous other grants, and then uh proposition action, which is the uh use tax in funding the um uh the action plans that were uh presented to voters.

10:32

So that's ongoing.

10:33

We've made tremendous headway.

10:34

I think uh you know, we could be in a spot in a year or two to be uh virtually done with that implementation.

Discussion Breakdown — Share of Meeting
Public Safety█████████████13%
Parks and Recreation█████████████13%
Technology and Innovation████████████12%
Budget Equity Analysis███████7%
Public Engagement█████5%
Marketing and Outreach████4%
Capital Projects███3%
Public Health███3%
Public Works Update███3%
Summary of Proceedings

City of Joplin FY2025-2026 Key Initiatives Budget Presentation

On May 12, 2025, at 5:45 PM, the Joplin City Council received a comprehensive presentation from department heads outlining key initiatives for the current fiscal year (FY2025) and proposed initiatives for FY2026. The presentation, led by City Manager Nick Edwards, marked an earlier start to the budget process aimed at fostering collaboration and thoughtful financial planning. Edwards highlighted an uncertain fiscal outlook and urged caution against overcommitting resources. Finance Director Leslie presented fund balance projections, indicating the city would dip into reserves for capital items, with an unrestricted general fund balance projected at about $15.8 million.

Departmental Key Initiatives

  • City Manager's Office – FY25 priorities included delivering ARPA/grant projects (approximately $100 million), planning Memorial Hall demolition and memorial park, and assisting with charter review. FY26 initiatives include assisting with the half-cent sales tax renewal (Prop B), improving internal emergency response and building security, continuing long-term plan delivery (ARPA, Prop Action), and exploring annexation for economic development.

  • Marketing & Communications – FY25 focus on website evaluation and redesign plan (to be presented next week), building an employee intranet via SharePoint, expanding electronic communications, and planning the 2026 State of the Community event (target January 14). FY26 includes launching the redesigned city website in phases, digitizing the Popular Annual Financial Report (PAFR), continuing staff portal development, supporting CVB marketing for Dora Trails and Murphy, implementing voter education for sales tax issue, developing strategic communications plans, and studying city sponsorship/advertising revenue opportunities.

  • Legal Services – FY25: implementing special tax bill collection (over 30 cases filed) and overseeing charter review commission. FY26: assisting with half-cent sales tax renewal and union negotiations (currently underway).

  • Human Resources – FY25: identifying retirement-eligible employees (initially 80, now ~79), continuing supervisor skills training (MTI), updating compensation study, reviewing employee handbook and job descriptions. FY26: promoting cross-training, creating citywide training (customer service, conflict resolution, etc.), improving hiring process, enhancing recognition programs (including peer-to-peer platform), exploring hybrid work options for certain positions.

  • Building Regulations – FY25: developing vacant/dangerous building program (hired second lead inspector), launching online building permits (target July), developing electronic plan review. FY26: implementing vacant/dangerous building program, training staff on electronic plans.

  • Finance – FY25: selling remaining vacant lots through land bank and county lot transfer program (progress presented), transitioning to online business licenses, coordinating grant projects, developing financial policies (delayed, targeting June/July), finalizing transition of vested tier two police/fire employees by September, implementing time and attendance system (pilot training in September/October). FY26: assisting half-cent sales tax renewal, implementing Prospect Village TIF (tracking revenues and verifying developer reimbursements), developing RFP for external fee review, continuing county lot transfer and grant projects, continuing technology improvements.

  • Information Technology – FY25: replacing voice over IP servers, upgrading video recording storage at City Hall, continuing time/attendance and asset management system implementation. FY26: leveraging ESRI Advantage program to improve GIS mapping, assisting with city website redesign, continuing asset management system rollout.

  • Municipal Court – FY25: completed phase one of administrative reduction of ENCODE cases (legacy system). FY26: continue phase two, update municipal court website, revise introductory video for defendants (due to new state-mandated case management system).

  • Public Works – FY25: implementing Central Square asset management system, facilitating ARPA grant projects (on schedule). FY26: continuing asset management system (first year report), finishing grant projects, upgrading HVAC and generator monitoring at MAPS facility and other buildings via BACnet system.

  • Police Department – FY25: implementing crime tip line (TIP 411 – to be operational by end of May), co-responder program (launched October 2024, performing well). FY26: installing full-body scanner at jail, adding a second evidence technician (per CALEA recommendation), second phase of purchasing patrol rifles (14 per year), assisting half-cent sales tax renewal.

  • Fire Department – FY25: mental health program for staff (ongoing), improved special operations (now self-sufficient with Swiftwater instructors), fleet upgrades (maintenance vehicle, chief vehicles). FY26: developing comprehensive long-term facilities maintenance plan, replacement plan for station three, optimal station location study, citywide risk assessment, comprehensive fire prevention/inspection schedule (using Community Connect software), standardized fire investigation protocols, adding ice rescue to Swiftwater capabilities, ARF training program, EMT advanced program (starting August), EV-specific training, consolidation of EMS equipment, forming a coalition to address homeless population calls, assisting half-cent sales tax renewal.

  • Emergency Management – FY25: three tornado sirens on order (expected June). FY26: replace three more sirens, enhance storm preparedness (weather radios, emergency kits), upgrade emergency operations center, enhance Tier II management (over 50 new facilities identified by state).

  • Cemeteries – FY25: updated information stations, bridge at Parkway Cemetery, picnic tables, exploring software upgrade for online payments (received quote of $70,000). FY26: install electrical for flagpole lights at Forest Park and Osborne cemeteries, resurface parking lot at Osborne Columbarium.

  • Neighborhood Improvement – FY25: developing neighborhood improvement programs (less enforcement, more assistance), enforcing property maintenance code in phases, updating sign code (to be brought in early FY26), certifying staff in international codes, implementing in-house abatement process. FY26: continued enforcement and program implementation.

  • Public Safety Sales Tax (Prop Action) – FY25: flex platoon implemented, bike platoon (ad hoc), license plate readers (purchasing 8 new cameras, total 18 city-owned plus 2 from Odette). FY26: ongoing.

  • Convention & Visitors Bureau – FY25: working with celebrations commission (World Street Painting Festival June 4-7, Hot Air Balloon event Labor Day), visitor profile survey ending (report June 9), adding kiosk at visitor center, marketing Dora Trails, developing I-44/49 corridor plan. FY26: surviving increased tourism (guest book signatures up from 288 to 346 in first four months), standing down celebrations commission after Route 66 events, implementing other venue promotions.

  • Health Department – FY25: operational assessment by KSA (selection made), restructuring WIC positions, mutual aid agreements with Jasper/Newton counties. FY26: implementing assessment recommendations, feasibility study for regional animal control facility, next steps for employee wellness program.

  • Parks and Recreation – FY25: painted interior of Joe Becker Stadium (suites, press box), painting exterior concession stands at athletic complex, replacing chain-link fence with post/cable at Schifferdecker golf course (holes 10, 11), removing shade structure at old Bassman field, Smithsonian traveling exhibit program delayed to FY26 due to federal grant changes, developing Route 66 exhibit at museum. FY26: constructing Wildcat Park river access and trail/road improvements, installing Smithsonian exhibits, making green space improvements along Murphy Boulevard, cleaning Joplin Creek debris, working with Joplin Little League on field conditions (practice fields at athletic complex), constructing parking and road improvements at athletic complex and Joe Becker Stadium, developing operations/maintenance plans for Ewert Splash Park and Dora Bike Park.

  • Solid Waste – FY25: facilitating REO grant (recycling education and outreach) – consultant under contract, public outreach underway. FY26: continuing REO grant, evaluating recycling options from solid waste master plan for RFP for citywide trash services.

  • Parks and Stormwater Sales Tax – FY25: evaluating park ranger software program (worked with PD on CAD system, meeting to develop Lucidy work order system). FY26: completing Dora bike park (operational spring 2026), continuing Ewert splash park (bid going out in June), playground enhancements at multiple parks, including Parr Hill Park (RTP grant: new playgrounds, walking track, fitness area).

  • Stormwater – FY25: increased heavy cleaning of ditches to 5,000 feet (57% done by March, expecting to exceed). FY26: inspecting 500 stormwater inlets using asset management software for MS4 reporting.

  • Transportation Sales Tax – FY25: completing expanded large overlay and microsurfacing program (overlay underway, microsurfacing bid out in May), improved street sweeping scheduling/routing (training new operators), school zone pavement markings (completed initial spots, more this summer), replacing incandescent signal mast luminaires with LED (19 done, 3 remaining), adding reflective tape to signal backer boards (complete), meeting hiring goals for transit (fully staffed), transitioning to semi-automatic transit trip scheduling (go live in October), online ride scheduling already live, facilitating AOPP grant (regional transit study, completion fall 2025). FY26: performing pavement condition analysis on portion of city streets, implementing new detection systems at selected signalized intersections, expanding wireless connectivity/monitoring, establishing street sweeping zone map and frequency database, refurbishing trolley shelters (replacing glass with metal mesh), evaluating trolley routes for efficiency and expansion.

  • Capital Improvement Sales Tax – FY25: implementing beautification standards into CIP (design standards being developed, incorporated into 20th Street widening and Main Street streetscape). FY26: capturing GIS infrastructure data from outside consultants for capital projects.

  • Community Planning – FY25: researching zoning code updates (recommendations in fall), exploring annexation opportunities. FY26: constructing 10 units for at-risk population via HOME-ARPA, installing sidewalks in census tract 110 (disaster recovery funds), CDBG project in East Town, completing first rental development (6 units at 2008 S. Sargent and 2 bridge homes), implementing system of care work groups, conducting historic surveys for North Heights (phase one under contract, phase two application by end of fiscal year), presenting recommended updates to sign code (meeting with sign companies in early 2026), updating comprehensive plan and developing downtown plan, developing bike/pedestrian corridor management and complete streets manual, implementing lead hazard remediation grant (with Economic Security Corp), completing ALO fiber project (on schedule).

  • Airport – FY25: integrating thermoplastic markings (delayed pending runway 13/31 completion), evaluating transition of airport police to separate entity (meetings underway), completed RFSRE building ribbon cutting, runway 13/31 construction starting May. FY26: replacing two passenger boarding bridges (design, bidding late fall), consolidating security cameras and badges into single system, renewing Passenger Facility Charge program.

  • Golf Course – FY25: implemented pace of play program (staff meetings, training), increased regional advertising (rounds up from other states), continuing drainage improvements (holes 3 and 12), maintaining cool-season grass program. FY26: employee training for clubhouse operations, beautification along 7th Street (buffer planting with Joplin Golf Club donation).

  • Sewer Fund – FY25: established schedule for cleaning heavily sedimented lines (started), completed ARPA grant project (ahead of schedule, fall completion). FY26: conducting smoke testing, CCTV and lateral launches to develop rehabilitation plan, resuming private side I/I program (previous challenge finding plumbers, will revisit).

  • Central Garage – FY25: piloted asset management/tracking system on 36 vehicles (code enforcement, parks, wastewater). FY26: purchase additional 20-30 units, roll out to more departments and equipment (snowplows, sweepers).

  • Health Self-Insurance – FY25: five-year bid complete, finalist interviews held, presentation to council June 2, new plan effective January 1.

  • Workers' Compensation & Liability – FY25: updated emergency action plans, risk assessments with partners (Thomas McGee, Higginbotham) completed. FY26: continue risk assessments for public works, parks, police, fire; launch employee response training (first aid, CPR, hazmat, active threat, fire drills).

  • Emergency Communications – FY25: replaced South Mountain Tower backup battery; Black Cat Tower battery replacement delayed to spring 2026 due to legal issues; portable radio console awaiting hardware delivery. Councilman Coppel noted six dispatcher vacancies (one-third of full strength) and suggested incentive program for lateral transfers of trained dispatchers; City Manager agreed to develop a plan.

Key Outcomes

  • Councilman Bard requested a feasibility study for a city-owned electric utility to be included in the budget.
  • Councilwoman Carlin emphasized the need for conservative budgeting and tiered prioritization (A, B, C) given uncertain revenues; City Manager concurred.
  • City Manager Edwards noted that the key initiatives will now be costed and a proposed budget will be brought back to council in early August.
  • The council expressed general support for the presented initiatives and appreciation for the early start to the budget process.

Meeting Transcript

All right, I have 545, so we'll get started. Well, before we get started, I want to take a minute to thank Rochelle for filling in. Holly comes back tomorrow, but round of applause and appreciation. You've done an excellent job filling in and and I mean as we're looking forward to having her back. Couldn't have been in better hands than with you, so thank you. Mr. Edwards. Good evening, Mayor, Council. I'm excited to uh start work on our budget process. Uh the presentation you're about to get tonight was something. Am I getting feedback? Uh was something that you'd normally see in uh August. Uh however, we've worked hard to change our budget process uh so that we can start on the process a little earlier. Uh hopefully that'll allow uh uh allow us time to be more thoughtful about what it is we want to do for the upcoming year, be more mindful of our uh finances and uh get better overall collaboration. So uh tonight is uh key initiatives update for FY 2025 and 2026. You're gonna hear from each department director, I think them and Leslie for putting the time and energy uh into preparing this uh presentation. We put a lot of thought into this. This is what we're planning to do for the upcoming year. So as we get into it, the uh just as a reminder, uh our budget is an operations plan. So uh that is uh how we manage our workload. Uh key initiatives are those things that we are planning to do for uh the current year and the upcoming year. It's also a communication uh tool, so uh the budget's wonderful for us and transparency communicates uh you know how much is being spent in different areas, the type of expenditures that we have really helps us uh be transparent with the community. It's a policy document. So at the end, when council adopts a budget you're setting by ordinance, uh the expenditure amounts for the city. Uh so it's important in that in that regard. And then it's also a financial plan for us. So it allows us to uh think strategically about how to use our resources, not just in one year but in future years. So uh tonight uh we'll we'll give an update on uh 2025 and then start uh talking about 2026. Leslie will follow me here in a minute on um kind of the general fund uh outlook or uh fund balance. Um usually how the general fund goes, so do the other funds. So we we spend a lot of time thinking about the general fund. Uh for me, uh the FY26 outlook. I'll just use one word uh that is uncertain. Uh there are a lot of things at play uh locally uh in the state, certainly nationally. It's really difficult uh to forecast what kind of uh financial condition we're gonna be in um you know 18 12 to 18 months. So um for that reason and other reasons I really caution everybody uh that we uh not to take big financial risks this year. Uh certainly we have a lot of resources and there's good things that can be done. Uh and you'll hear about a lot of those tonight. Uh but I really uh with the uncertainty ahead really want to be cautious and not overcommit the organization financially. Uh so again, tonight's uh focus is on the uh operation uh plan component of the budget. This is our way of managing workload. So uh what you're seeing tonight, at least with the 20 uh 26 initiatives, those are our thoughts about the things that we need to do as an organization uh to drive some improvement. If there's things on this list uh that uh uh you think might be a waste of time or won't uh won't meet the citizens' expectations, let's have that conversation. There are things that you want to put on the list. Let's talk about that. Maybe something comes off and something else uh gets added. But what I really want to walk away from tonight is uh this being basically our operations plan or our workload for the upcoming year. Uh uh little uh surprises or unforeseen projects that really uh take up a lot of time and energy for staff and it delays the things that you want to see get done and don't want to don't want to frustrate you all in that regard. So uh be thinking about uh workload. So that I'll turn it over to Leslie for uh the general fund.

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