On the agenda: Blue Springs meeting — Flock Camera (Mar 30)

CITY COUNCIL WORK SESSION
Monday, March 30, 2026, 6:00 PM

Journagan Room
Howard L. Brown Public Safety Building
1100 SW Smith Street
Blue Springs, Missouri 64015
Agenda
1. Call meeting to order
2. Confirmation of a Quorum
3. Parks Master Plan
4. Strategic Plan Progress Report
5. Hotel/Motel Tier Presentation
6. Adjourn
Upcoming Meetings
Comprehensive Plan City Leadership Meeting – March 31, 6:30 PM
World Cup Task Force Meeting – April 6, 10:00 AM
Park Commission Meeting – April 7, 6:00 PM
Public Arts Commission Meeting – April 8, 4:00 PM
Planning Commission Meeting – April 13, 6:30 PM
Economic Development Council – April 15. 8:15 AM

Land Bank – April 20, 3:00 PM
City Council Meeting – April 20, 6:00 PM
Planning Commission Meeting – April 27, 6:30 PM
Public Safety Citizen’s Advisory Board Meeting – April 28, 6:00 PM
World Cup Task Force Meeting – May 4, 10:00 AM
City Council Meeting – May 4, 6:00 PM
A quorum of the Park Commission may be in attendance. No votes will be taken at the
Work Session.
This agenda was posted at City Hall and on the City’s website on Thursday, March 26,
2026.
Erin Ford, City Clerk

EXPLANATIONS
DATE: March 26, 2026
TO: Mayor, City Council, Department Directors, and Press
FROM: City Administrator Christine Cates
SUBJECT: Agenda Explanations

Item 3 – Park Master Plan
BerryDunn will provide a presentation overview of the Parks, Recreation and Open Space
Master Plan for City Council and Park Commission. Refer to Council Information Form
from Parks and Recreation Director Justin Stuart for additional information.
Item 4 – Strategic Plan Progress Report
Presentation from Staff on the 2026 Strategic Plan Progress Report. Refer to Council
Information Form from Assistant to the City Administrator George Schmitz for additional
information.
Item 5 – Hotel/Motel Tier Presentation
Presentation from Officer Alex McIntyre of the Community Services Bureau regarding
the Blue Springs Code of Ordinances Hotel/Motel Tier System. Refer to Council
Information Form from City Administrator Christine Cates for additional information.

1

Council Work Session Date: March 30, 2026
Agenda Item #: 3

CITY COUNCIL INFORMATION FORM
DATE SUBMITTED: March 25, 2026

ITEM TYPE: Presentation

SUBMITTED BY: Justin Stuart

CONTRACT NUMBER: N/A

DEPARTMENT: Parks and Recreation
STRATEGIC PLAN PRIORITY: Balanced Growth
ITEM DESCRIPTION
BerryDunn will provide a presentation overview of the Parks, Recreation and Open
Space Master Plan for City Council and Park Commission.
BACKGROUND
The Parks and Recreation Department completed its first Parks, Recreation and Open
Space Master Plan in 2015. That plan provided a blueprint for the Parks and Recreation
Department to follow over the next ten years to completely revamp and redirect the
Department. The 2015 Parks and Open Space Comprehensive Master Plan led to the
purchase of the Fieldhouse and the passage of the ½ cent Park Sales Tax, among many
other successful initiatives. Staff was able to complete about 85% of that original plan.
In January 2025, City Council approved a contract with BerryDunn to develop an
updated Parks, Recreation and Open Space Master Plan. The City then identified the

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completion of the Parks, Recreation and Open Space Master Plan as an objective under
the Balanced Growth Priority Area in the City’s Strategic Plan 2025 – 2030. The updated
Plan will be a comprehensive tool to help guide the decisions made by Council, Park
Commission and staff with accountability and transparency. It will set new goals and
objectives to continue to improve the Parks and Recreation Department’s facilities and
programs. The updated Plan will focus the Department’s efforts on areas identified as
most critical to achieving desired outcomes and adapt as circumstances change.
Staff has been working with BerryDunn for the past 14 months through community
engagement, stakeholder input, surveys, Social Pinpoint website and employee surveys
to gather input and feedback to contribute to the drafting of the updated Plan.
BerryDunn will be giving a brief presentation of the Parks, Recreation and Open Space
Master Plan at the City Council Work Session with City Council and the Park
Commission. Input and feedback will be considered as BerryDunn works to finalize the
plan before being presented to the Park Commission in late April and then on to City
Council for final adoption in May
PROJECT TIMELINE
INFORMATION

DETAIL

Estimated Start Date

January 6, 2025

Estimated End Date

June 1, 2026

Years and Months Contract in effect

1 year, 5 months

Number of times renewable

N/A

STAFF RECOMMENDATION
N/A

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OTHER BOARDS & COMMISSIONS ASSIGNED
Name of Board or Commission: NA
LIST OF REFERENCE DOCUMENTS ATTACHED
1. N/A
REVIEWED BY
Requesting Director: Justin Stuart

Legal: N/A

Administration: George Schmitz

City Administrator: Christine Cates

Budget: N/A

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Council Work Session Date: March 30, 2026
Agenda Item #: 4

CITY COUNCIL INFORMATION FORM
DATE SUBMITTED: March 23, 2026

ITEM TYPE: Presentation

SUBMITTED BY: George Schmitz

CONTRACT NUMBER: N/A

DEPARTMENT: Administration
STRATEGIC PLAN PRIORITY: Organizational Health
ITEM DESCRIPTION
Presentation from Staff on the 2026 Strategic Plan Progress Report.
BACKGROUND
The City of Blue Springs has had varying Strategic Plans known by many different names
throughout the years. In 2015, the City Council adopted the Strategic Plan Framework,
with the plan being updated in 2021. Since its adoption, there have been many changes
within the community, administration, and City leadership. To ensure current needs are
addressed, the City felt a new Strategic Plan process was needed.
The development of the City of Blue Springs Strategic Plan 2025 - 2030 was the
culmination of a ten-month process, working collaboratively with the Mayor and City
Council, City staff, community leaders, and residents to create a framework to help guide
the City’s decisions, investments, and priorities for the next five years. Mayor and Council

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unanimously adopted the Strategic Plan 2025 – 2030 at the August 18, 2025 City Council
Meeting.
This March 2026 Progress Report represents the City’s effort to utilize the Strategic Plan
as an accountability document, reporting back on progress made and providing updates
on initiatives and strategies helping to achieve the performance measures attached to
each Strategic Priority Area. This presentation will give a general overview of the
progress made since the Plan’s adoption in August 2025, provide highlights for each
Strategic Priority Area, as well as progress/performance measure charts indicating status
updates and competition percentages for performance measures.
FINANCIAL IMPACT
INFORMATION
Contractor:

DETAIL
N/A

PROJECT TIMELINE
INFORMATION

DETAIL

Estimated Start Date

August 18, 2025

Estimated End Date

December 31, 2030

STAFF RECOMMENDATION
N/A
OTHER BOARDS & COMMISSIONS ASSIGNED
Name of Board or Commission: N/A

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LIST OF REFERENCE DOCUMENTS ATTACHED
1. Presentation
2. Strategic Plan Progress Report March 2026
REVIEWED BY
Requesting Director: George Schmitz

Legal: N/A

Administration: George Schmitz

City Administrator: Christine Cates

Budget: N/A

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STRATEGIC PLAN
PROGRESS REPORT
March 2026
1

INTRODUCTION
• In 2015, the City Council adopted the Strategic Plan Framework, with the plan
being updated in 2021.
• The development of the City of Blue Springs Strategic Plan 2025 - 2030 was the
culmination of a ten-month process, working collaboratively with the Mayor and
City Council, City staff, community leaders, and residents to create a framework to
help guide the City’s decisions, investments, and priorities for the next five years.
• Mayor and Council unanimously adopted the Strategic Plan 2025 – 2030 at the

August 18, 2025 City Council Meeting.

2

1

PROGRESS REPORT
• This March 2026 Progress Report represents the City’s effort to
utilize the Strategic Plan as an accountability document,

reporting back on progress made and providing updates on
initiatives and strategies helping to achieve the performance
measures attached to each Strategic Priority Area.

3

DOWNTOWN
REVITALIZATION

4

2

PRIORITY: DOWNTOWN REVITALIZATION
• The 2024 Downtown Master Plan served as a catalyst for the City’s
renewed focus on Downtown Revitalization.
• Voters of the City of Blue Springs approved a $40 million bond in August
of 2024 for various improvements throughout the City, which included $5
million for Downtown Master Plan Capital improvements.
• With this energy and momentum, it was important to identify Downtown
Revitalization as a priority area for the City’s Strategic Plan.

5

DOWNTOWN REVITALIZATION HIGHLIGHTS
• The completion of a comprehensive streetscape design for Downtown Blue Springs.
• Strategic Purchasing of the SW Smith Street Parking lot, adding new public parking to the
Downtown Blue Springs Core.
• The approval of a preliminary design for Central Park as well as the approval of a contract
for the brush, tree clearing, and base rock prepare for the Central Park Trail Loop.
• Active outreach and engagement with Business and Property Owners on Main Street to
inform them about the City’s Downtown Revitalization efforts.

6

3

Rendering Downtown Blue Springs
Main Street

7

Central Park Blue Springs Missouri

8

4

Concept Drawing Central Park Blue
Springs

9

Central Park Trail Clearing

10

5

Downtown Revitalization Progress
Chart
Downtown Revitalization
1

0

1

3

4

Completed

In Progress

On Hold

Delayed

Not Started

11

BALANCED GROWTH

12

6

PRIORITY: BALANCED GROWTH
• Blue Springs is growing. The census statistics that the City was
presented during the community engagement process show that

Blue Springs is forecasted to grow to nearly 65,000 residents by 2029.
• The objectives and performance measures identified in the Balanced
Growth Strategic Priority Area will help prepare Blue Springs for
future growth.

13

BALANCED GROWTH HIGHLIGHTS
• Approval of a contract with Olsson Consulting for the preparation of the City’s
Comprehensive Plan Update, including public engagement, data analysis, policy

development, and implementation strategies.
• Amendment of Blue Springs’ Code of Ordinances to adopt International Building Codes
and National Electrical Codes.
• Establishment of a regulatory framework for Short-Term Rentals in the City of Blue
Springs, enhancing compliance with existing tax requirements and setting reasonable
operational standards within the City.
• Final stages of preparation of the Parks, Recreation, & Open Space Master Plan to prepare

for adoption ahead of schedule.

14

7

Balanced Growth Progress Chart
Balanced Growth Progress Chart
0
2

0

7

Completed

In Progress

On Hold

Delayed

Not Started

15

COMMUNITY IDENTITY

16

8

PRIORITY: COMMUNITY IDENTITY
• The City wanted to use this Priority Area to enhance “what” Blue
Springs has by defining “what” Blue Springs is.

• This was an opportunity to highlight the City’s accomplishments
and encourage meaningful community engagement. It was also
an opportunity for the City to create a comprehensive brand
identity that reflects what the City has to offer.

17

COMMUNITY IDENTITY HIGHLIGHTS
• Creation and implementation of the 2025 City Style Guide
• Training on brand standards administered to Staff
• Approval of a contract with the web designer Revize LLC for website redesign,
hosting, content migration, and module training
• Preparation for the domain change from .com to .gov with the migration
scheduled for April 2026
• Consistent publication of monthly newsletters to highlight City news, events,

projects, and successes

18

9

Old Logo City of Blue
Springs

19

Old Logo / Badges City
of Blue Springs

20

10

Refreshed City of Blue Springs Logo

21

Logo Suite City of Blue Springs, Missouri

22

11

Community Identity Progress Chart
Community Identity Progress Chart
1

0

6

Completed

In Progress

On Hold

Delayed

Not Started

23

INFRASTRUCTURE

24

12

PRIORITY: INFRASTRUCTURE
• This priority area is where the City received the most feedback during the
information gathering stages of the Strategic Planning Process, which is why it
has the most objectives and performance measures identified.
• Whether is it the completion of the 2025 Neighborhood Street Preservation Plan,
the passage of 2026 Preventive Pavement Maintenance Program, or the longterm plans the Public Works Department is working on for improvements to
infrastructure, the City has made it clear that this is a priority area that needed the
long-term strategy that a Strategic Plan could provide.

25

INFRASTRUCTURE HIGHLIGHTS
• Approval of purchase in the amount of $1,522,430.40 with DC Structures for an

events venue kit package for Southwest Park
• Completion of the 2025 Neighborhood Street Preservation Program
• Passage of Resolution 13-2026 for the 2026 Preventive Pavement Maintenance
Program in the amount of $13,125,866.46 for 110 lane miles of road improvements
• The creation of a 20-year Plan for street maintenance
• Public Works obtaining a grant from MoDNR to help with the elimination of any
lead lines providing water services to residents and businesses
• Passage of Task Order #13 to Commission a Water System Study
26

13

HIGHLIGHTS 2/2
• Passage of an Ordinance calling an election for the issuance of revenue bonds for
the water and sewer systems and treatment plant at the Sni-A-Bar Facility
• Passage of Resolution No. 79-2025 for design service in the amount of $3,765,006
for the Sni-A-Bar Wastewater Treatment plant.
• Passage of Resolution No. 21-2026 for the construction of 12th Street extension
from SW Southcrest Drive to Wyatt Road in the amount of $4,874,103.65
• Passage of Resolution No.. 07-2026 for the addition of a right turn lane at Adams
Dairy Parkway and Duncan Road in the amount of $211,588
• Passage of Resolution No. 24-2026 for the reconstruction of Wyatt Road from 7

Highway to Adams Dairy Parkway in the amount of $2,999,448.80
27

Paving Scheule 2024, 2025

28

14

Paving Schedule 2026

29

Paving Schedule 2024, 2025, 2026

30

15

Infrastructure Progress Chart
Infrastructure Progress Chart
3
4

0

8

Completed

In Progress

On Hold

Delayed

Not Started

31

COMMUNITY SAFETY &
WELLBEING

32

16

PRIORITY: COMMUNITY SAFETY & WELLBEING
• Public Safety was an integral goal of our City’s mission
statement to provide a safe and welcoming environment for our

residents.
• Overall Crime Rates for the City are trending down, with
noticeable decreases in incidents of Property Crime.

33

Violent Crime Trends 2020 – 2025 City
of Blue Springs

34

17

Property Crime Trends 2020 – 2025
City of Blue Springs

35

COMMUNITY SAFETY HIGHLIGHTS
• Launched “Ghost car” program to help increase traffic
enforcement effectiveness and curb reckless driving.
• Approval of a contract with Flock Group Inc. for the Safe City
program and the expansion of the Flock Camera Program.
• Increase in Girls on Fire and Life Sports Sessions.
• Establishment of Neighbors in Need Task Force.

36

18

Community Safety & Wellbeing
Progress Chart
Community Safety & Wellbeing Progress Chart

5

7

Completed

In Progress

On Hold

Delayed

Not Started

37

ORGANIZATIONAL
HEALTH

38

19

PRIORITY: ORGANIZATIONAL HEALTH
• This was a priority that was identified internally and formulated by
staff. The City identified opportunities to revise and improve internal
processes and felt that our overall Organizational health should be

identified as a priority.
• The Strategic Plan not only reflects our commitment to residents with
the responsibility of good stewardship, but also a commitment to
ourselves and making sure that we are providing each other with the
tools to succeed.

39

IMPLEMENTATION
• Prioritizing the Strategic Plan’s Implementation was vital in making sure that the
Plan’s ultimate goals and objectives were given purposeful action items.
• A dedicated implementation team was formed for each Strategic Priority Area,
with Staff working together to ensure that Staff’s efforts and the City’s resources
were in alignment and working together to deliver results.
• Staff then facilitated a touring “road show” presentation of the Strategic Plan
delivered by Mayor Lievsay to all members of Staff across departments.

40

20

ORGANIZATIONAL HEALTH HIGHLIGHTS
• Adoption and implementation of LinkedIn Learning as the Citywide
Learning Management System.
• 258 Users logged in
• 1,336 Courses Viewed
• 212 Courses Completed
• 222 Hours Viewed
• Monthly Average Activation rate of 86% (compared to 69% from peers)

• Creation of Employee Newsletter to increase employee engagement and
awareness.

41

ORG HEALTH HIGHLIGHTS (2/2)
• Hosting of the City’s Annual Wellness Fair
• Safety Committee - Development of Crisis Action Plans for City
Facilities as well as implementation of mandatory Citywide
Safety Training via LinkedIn Learning
• Implementation of the City’s Strategic Plan, with accompanying

presentations to all City Staff across City Departments

42

21

Organizational Health Progress Chart
Organizational Health Progress Chart

4

7

Completed

In Progress

On Hold

Delayed

Not Started

43

SUMMARY

44

22

PROGRESS REPORT SUMMARY
• The City has demonstrated a commitment to utilizing the
Strategic Plan 2025 – 2030 as a foundational document for

setting priorities and measuring progress.
• Each Strategic Priority Area has seen meaningful progress in
achieving performance measures and accomplishing its stated
objectives.

45

SUMMARY CONT.
• Staff’s efforts in adapting to new challenges and needs highlight
how the objectives and performance measures for Strategic Plan
Priority Areas can be adjusted as Staff identifies emerging issues
or needs.

46

23

Final Slide

47

24

STRATEGIC PLAN
PROGRESS REPORT

MARCH 2026

1

THE CITY OF BLUE SPRINGS, MISSOURI

CITY OF BLUE SPRINGS
STRATEGIC PLAN PROGRESS REPORT
MARCH 2026

INTRODUCTION ________________________________________________________________________ 1
STRATEGIC PRIORITIES_________________________________________________________________ 2
Downtown Revitalization: ___________________________________________________________ 2
Progress Report ____________________________________________________________________ 2
Progress Chart / Performance Measures ___________________________________________ 4
Balanced Growth _____________________________________________________________________ 6
Progress Report ____________________________________________________________________ 6
Progress Chart / Performance Measures ___________________________________________ 7
Community Identity _________________________________________________________________ 9
Progress Report ____________________________________________________________________ 9
Progress Chart / Performance Measures ___________________________________________ 11
Infrastructure _______________________________________________________________________ 12
Progress Report ___________________________________________________________________ 12
Progress Chart / Performance Measures __________________________________________ 15
Community Safety and Wellbeing _________________________________________________ 17
Progress Report ___________________________________________________________________ 17
Progress Chart / Performance Measures __________________________________________ 20
Organizational Health: ______________________________________________________________ 21
Progress Report ___________________________________________________________________ 21
Progress Chart / Performance Measures __________________________________________ 24
Appendix - Objectives_________________________________________________________________ 25

INTRODUCTION
The City of Blue Springs has had varying Strategic Plans known by many different names
throughout the years. In 2015, the City Council adopted the Strategic Plan Framework,
with the plan being updated in 2021. Since its adoption, there have been many changes
within the community, administration, and City leadership. To ensure current needs are
addressed, the City felt a new Strategic Plan process was needed.
The development of the City of Blue Springs Strategic Plan 2025 - 2030 was the
culmination of a ten-month process, working collaboratively with the Mayor and City
Council, City staff, community leaders, and residents to create a framework to help
guide the City’s decisions, investments, and priorities for the next five years. Mayor and
Council unanimously adopted the Strategic Plan 2025 – 2030 at the August 18, 2025 City
Council Meeting.
The City’s Strategic Plan will help shape key decisions around city services, infrastructure
investment, economic development, neighborhood vitality, and long-term sustainability.
The Plan will offer the City a vision for setting priorities, measuring progress, and
adapting to new opportunities and challenges as they arise.
This March 2026 Progress Report represents the City’s effort to utilize the Strategic Plan
as an accountability document, reporting back on progress made and providing updates
on initiatives and strategies helping to achieve the performance measures attached to
each Strategic Priority Area. The progress made reflects the dedication that City staff has
demonstrated to achieving the shared goals of the Strategic Plan. The City is immensely
proud of the results achieved thus far and remains committed to achieving the goals
stated for each Priority Area.
1

STRATEGIC PRIORITIES
Downtown Revitalization:
Our Goal: Continue to develop Downtown to be a destination for the entire Blue
Springs community with a variety of residential housing opportunities and diverse
dining, entertainment and retail.

Progress Report
The 2024 Downtown Master Plan served as a catalyst for the City’s renewed focus on
Downtown Revitalization. Following the Downtown Master Plan’s adoption, the City’s
created the Downtown Master Plan Implementation Task Force to identify strategies,
priorities and timelines, with the task force making recommendations to Mayor and
Council. Voters of the City of Blue Springs approved a $40 million bond in August of
2024 for various improvements throughout the City, which included $5 million for
Downtown Master Plan Capital improvements, including sidewalks, curbs, and
streetscapes. With this energy and momentum, it was important to identify Downtown
Revitalization as a priority area for the City’s Strategic Plan. The Objectives and
Performance Measures for Downtown Revitalization were immediately acted upon, with
Staff taking swift action to meet the ambitious deadlines set for this Priority Area.
The finalizing of designs for the Downtown Streetscape Enhancements Project has been
a foundational project for Downtown Revitalization. This is a project that will have longterm community and economic benefits for the City, transforming the Downtown area
into a more pedestrian friendly environment that helps to encourage and attract the
types of diverse dining, retail, and housing that can make Downtown a unique
destination for the City. The Streetscapes Enhancements Project is currently out to bid
2

and a contract for the project will be awarded by Spring 2026, with construction set to
begin in late Spring.
The Streetscapes Enhancements Project has provided the City with the opportunity to
prioritize connecting with Downtown Businesses and Property Owners. Not only has this
been beneficial to communicating the desires and timelines of the Streetscapes project,
but it has also provided the City with the chance to explore new development projects
and event ideas for the Downtown area.
Not included in the contents of the Strategic Plan but worth noting, is the City’s
strategic purchase of the buildings at 1104-1110 Main Street as well as the parking lot
between Main Street and SW Smith Street. Converting this parking lot to public parking
provides the urban core of Downtown more parking options, which helps to incentivize
more residents and visitors to travel Downtown. The City plans use its resources as a
catalyst to encourage the redevelopment of the buildings at 1104-1110. The location of
these properties in the heart of the Downtown area makes this site’s redevelopment an
exciting prospect for future Downtown Revitalization efforts.
The Lumberyard Redevelopment Effort is still in its early stages. That City has been in
touch with the Developer selected for the Project and remains committed to finalizing
designs within the next year.
The development of Central Park has also begun in earnest this year. A cornerstone
project for Downtown Revitalization, this woodland space off Main Street in Downtown
Blue Springs represents one of the few opportunities for introducing nature in an urban
setting. The goal of this project is to transform Central Park into an attraction for those
who live, work, and visit Downtown.

3

Some highlights include:
•

The completion of a comprehensive streetscape design for Downtown Blue
Springs.

•

Strategic Purchasing of the SW Smith Street Parking lot, adding new public
parking to the Downtown Blue Springs Core. Staff is now evaluating parking lot
improvements and working on a design for the widening of SW Smith Street to
streamline parking flow for the Downtown area.

•

The approval of a preliminary design for Central Park as well as the approval of a
contract for the brush, tree clearing, and base rock prepare for the Central Park
Trail Loop.

•

Active outreach and engagement with Business and Property Owners on Main
Street to inform them about the City’s Downtown Revitalization efforts.

•

The approval of a three-year extension of the Main Center Redevelopment
Corporation Incentive Policy to allow for further measures from the Downtown
Master Plan and Strategic Plan to be implemented.

Progress Chart / Performance Measures

Downtown Revitalization
1

0

1

3

4

Completed

In Progress

On Hold

Delayed

Not Started
4

The table below summarizes the current status of key performance measures, including
target dates and percentage of completion.
Performance Measure

Target

Status

Completion %

Complete a comprehensive streetscape design for

December

Completed

Begin construction of streetscape improvements that

May 2026

In Progress

70%

Approve a Central Park plan that supports recreation

December

Completed

100%

Complete construction of Central Park improvements

December

In Progress

40%

Approve a redevelopment plan for the former

Delayed

In Progress

40%

Begin construction on the lumberyard

December

On Hold

0%

Adopt a redevelopment or reuse plan for the church

December

In Progress

40%

Ongoing

Ongoing

100%

December

In Progress

30%

Downtown by December 2025.

enhance walkability and appearance by December
2026.

and community gatherings by December 2025.

to serve as a Downtown amenity by December 2028.
lumberyard site to support mixed-use or residential
development by December 2025.

redevelopment project by December 2026.

property to support Downtown Revitalization by
December 2026.

Actively engage with property owners and
development partners to secure approved

2025

2025
2028

2026
2026

/ Delayed

100%

redevelopment plans for underutilized properties
within Downtown.

Update the Main Center Redevelopment Corporation
Policy to include modernized incentives for mixeduse, residential and commercial development by

2028

December 2028.

5

Balanced Growth
Our Goal: Expand and grow the City strategically and thoughtfully for residents and
businesses to adequately prepare to accommodate growth.

Progress Report
Blue Springs is growing. The census statistics that the City was presented during the
community engagement process show that Blue Springs is forecasted to grow to nearly
65,000 residents by 2029. The objectives and performance measures identified in the
Balanced Growth Strategic Priority Area will help prepare Blue Springs for future growth.
The Blue Springs’ Parks & Recreation Department’s “Parks, Recreation and Open Space
Master Plan” is being finalized at the March 30th Joint Work Session of the City Council
and the Parks Commission, with adoption of the Plan set for May of 2026. The final
product will be a document that will provide an inclusive framework for orderly and
consistent planning, development, and administration of the parks and recreation
resources, programs, and facilities.
In February 2026, the City approved a contract with Olsson Consulting to begin the year
long process to update the City’s Comprehensive Plan. This will involve substantial
community engagement and collaboration with Mayor and Council, Staff, and residents
to build an intentional plan for Blue Springs’ future development. The adoption of the
new Parks, Recreation, & Open Space Master Plan alongside the updating of the City’s
Comprehensive Plan is an opportunity for more cross-collaboration between
departments, identifying alignment between plans and building strategies to work
together.
The proposed Annual Review Process for the City’s Codes Department has presented
the opportunity to develop new processes and procedures for the department. The
6

Department now has goals to transition away from paper submittals and to updated the
Citizen Self Service Portal (CSS) to help applying for permits with the City to be
informative and user friendly.
Some highlights include:
•

Approval of a contract with Olsson Consulting for the preparation of the City’s
Comprehensive Plan Update, including public engagement, data analysis, policy
development, and implementation strategies.

•

Amendment of Blue Springs’ Code of Ordinances to adopt International Building
Codes and National Electrical Codes.

•

Establishment of a regulatory framework for Short-Term Rentals in the City of
Blue Springs, enhancing compliance with existing tax requirements and setting
reasonable operational standards within the City.

•

Final stages of preparation of the Parks, Recreation, & Open Space Master Plan to
prepare for adoption ahead of schedule.

Progress Chart / Performance Measures
Balanced Growth Progress Chart
0

2

0

7

Completed

In Progress

On Hold

Delayed

Not Started
7

The table below summarizes the current status of key performance measures, including
target dates and percentage of completion.
Performance Measure

Target

Status

Completion %

Adopt the Comprehensive Plan update by December

February

In Progress

Develop and approve the Intent to Annex Plan by

February

In Progress

5%

Develop annexation incentives to attract properties

February

In Progress

5%

Complete the Housing Needs Assessment as part of

February

In Progress

5%

Amend the Unified Development Code (UDC) to

December

Not Started

0%

Adopt design guidelines and regulations by

December

Not Started

0%

Establish annual review process for City

December

In Progress

15%

Adopt an annual Economic Development Work Plan

February

In Progress

5%

Adopt the Parks, Recreation and Open Space Master

May 2026

In Progress

85%

2026.

City Council by December 2026.
by December 2026.

Comprehensive Plan by December 2026.

formalize new development regulations to make

development more financially feasible for specific

redevelopment types and areas by December 2027.
December 2027.

Development, Design and Construction, Building,
Property Maintenance and Licensing Codes by
December 2026.

by December 2026.

Plan Update by December 2026.

2027
2027
2027
2027
2027

2027
2026

2027

15%

8

Community Identity
Our Goal: Enhance community engagement and identity by developing a
comprehensive brand that reflects the unique culture and assets of Blue Springs.

Progress Report
The City wanted to use this Priority Area to enhance “what” Blue Springs has by defining
“what” Blue Springs is. This was an opportunity to highlight the City’s accomplishments
and encourage meaningful community engagement. It was also an opportunity for the
City to create a comprehensive brand identity that reflects what the City has to offer.
The creation of the City’s 2025 Style Guide has built Communications Infrastructure and
a “brand system” to help the City and its departments be more intentional and
consistent with the City’s image. This Style Guide helps set standards for the City’s
Design, defining our identity and mapping out the way we communicate with residents
and stakeholders. This helps to improve recognition of the City’s efforts and
understanding within our community, which builds trust with residents.
The City’s Communications Department has been working in preparation for the
redesign of the City’s Website, which will greatly improve the City’s ability to
communicate with its residents and provide a much more user-friendly experience to
residents in need of City Services. The website redesign will also provide Staff with the
opportunity to more effectively audit the City’s communication channels to evaluate
strategies for communication.
The Website redesign has also coincided with the move from a “.com” website to a
“.gov” website, which will help aid the City in protecting itself from impersonation. The
domain name change will help reinforce trust and credibility, providing residents with a
clear and trust channel for accessing government services, information, and resources.
9

The implementation team assigned to this Priority Area identified many civic
engagement opportunities across City Departments, ranging from clean up days like
Green Up the Blue, to kitchen and meal preparation volunteers at Vesper Hall, to
programs like Volunteers in Police Services with the Public Safety Department. City
Administration has also launched an Administrative Internship Program, partnering with
the School District’s Career and Technology Center to give students the opportunity to
experience what a job in public service looks like.
Some highlights include:
•

Creation and implementation of the 2025 City Style Guide

•

Training on brand standards administered to Staff

•

Approval of a contract with the web designer Revize LLC for website redesign,
hosting, content migration, and module training

•

Preparation for the domain change from .com to .gov with the migration
scheduled for April 2026

•

Consistent publication of monthly newsletters to highlight City news, events,
projects, and successes

•

Creation of a plan that incorporates sign inventory

•

Nearly 700 volunteers giving over 13,800 hours of time to numerous volunteer
opportunities hosted by Blue Springs Parks & Recreation

•

Implementation of a logo refresh for the City’s branding

10

Progress Chart / Performance Measures
Community Identity Progress Chart
0

1

6

Completed

In Progress

On Hold

Delayed

Not Started

The table below summarizes the current status of key performance measures, including
target dates and percentage of completion.
Performance Measure

Target

Status

Completion %

Develop and execute staff training of brand

January

Completed

Develop style guide by December 2025

December

Completed

100%

Complete a plan that incorporates sign inventory by

November

Completed

100%

Update Resident guide at least once per year

Ongoing

Completed

100%

Launch a new City website and new domain name by

April 2026

In Progress

85%

Distribute monthly newsletter to highlight City news,

Ongoing

Completed

standards by March 2026

December 2025

Provide two-to-four volunteer opportunities per year
March 2026

events, projects, and successes

2026
2025
2025

Ongoing

Completed

100%

100%

100%

11

Infrastructure
Our Goal: Build and maintain infrastructure to provide safe and reliable services.

Progress Report
This priority area is where the City received the most feedback during the information
gathering stages of the Strategic Planning Process, which is why it has the most
objectives and performance measures identified. Whether is it the completion of the
2025 Neighborhood Street Preservation Plan, the passage of 2026 Preventive Pavement
Maintenance Program, or the long-term plans the Public Works Department is working
on for improvements to infrastructure, the City has made it clear that this is a priority
area that needed the long-term strategy that a Strategic Plan could provide.
The 20-year Preventive Pavement Maintenance Program was passed in July 2026. This
Plan will provide a framework to preserve the structural integrity and extend the service
life of the City’s roadway network, with reviews and updates to the plan to be made as
needed. The 2025 program improved 52 lane miles of residential streets in poor or
failing condition across Blue Springs. The 2026 plan that was passed in February 2026
will improve 110 lane miles, which is about 19% of the overall lane miles in the City.
Other street / road improvement projects that will be completed in 2026 include Wyatt
East, the construction of 12th Street from SW Southcrest Drive to Wyatt Road,
construction of a turn lane at Duncan and Adam’s Dairy Parkway, and the continuation
of the sidewalk infill program on 7 Hwy from Shaw to 40 Hwy.
The City is continuing to actively engage with MoDot for regularly scheduled meetings,
strengthening our relationship with the agency which is helping to aide with
communications and involvement on various street projects throughout the City.

12

The development of Southwest Park is an exciting opportunity for the City, introducing
the first City Park South of Keystone Park in a location that has a wide variety of natural
character, allowing for an environment that encourages discovery and exploration.
Preliminary design plans and budgeting are under way for the design of Southwest Park,
with an emphasis being placed on maintaining the site’s natural characteristics. The
Park’s designs also include the creation of an event space venue that would be utilized
for a variety of occasions. In January 2026, Mayor and Council approved a purchase in
the amount of $1,522,430.40 with DC Structures for an events venue kit package for the
area, which will allow for a variety of events and offerings to be hosted at the Park.
The Bond election for the improvements at the Sni-A-Bar wastewater treatment facility
are set for April 2026. The facility is in need of updates for new federal compliance
standards, as well as to expand operation capacity with the anticipated growth for Blue
Springs. A design firm has been selected for the improvements and pending the results
of the election, design improvements and construction stages for the project will follow.
Design is underway and is currently at 30% completion.
While not a performance measure identified in the Strategic Plan, The City’s Public
Works Department has prioritized meeting the Environmental Protection Agency’s
requirement of eliminating the use of lead lines providing water services to residents
and businesses. Public Works has submitted and obtained a grant with the Missouri
Department of Natural Resources for inventory of all lead services lines within the City of
Blue Springs. The Public Works Department’s efforts here highlight how the objectives
and performance measures for Strategic Plan Priority Areas can be adjusted as Staff
identifies emerging issues or needs.
Long-term maintenance and replacement plans are in progress for items like Interior
Finishes, Technology Infrastructure, and Building Conditions Assessment. These are plans
13

and processes that City previously had not developed strategies for, and their creation
will provide the City with a framework for maintenance and replacement moving
forward, which will help to better serve the City’s ability to forecast and prepare for
anticipated expenses and needs.
The Infrastructure Priority Area is helping the City develop a long-term strategy for its
approach to maintenance and infrastructure needs, helping to increase points of
interconnectivity and collaboration between City Departments. With the growth that
Blue Springs is anticipated to receive, it is critical that the City Departments overseeing
infrastructure operations are coordinated and planning for sustainable growth.
Some highlights include:
•

Approval of purchase in the amount of $1,522,430.40 with DC Structures for an
events venue kit package for Southwest Park

•

Completion of the 2025 Neighborhood Street Preservation Program

•

Passage of Resolution 13-2026 for the 2026 Preventive Pavement Maintenance
Program in the amount of $13,125,866.46 for 110 lane miles of road
improvements

•

The creation of a 20-year Plan for street maintenance

•

Public Works obtaining a grant from MoDNR to help with the elimination of any
lead lines providing water services to residents and businesses

•

Passage of Task Order #13 to Commission a Water System Study

•

Passage of an Ordinance calling an election for the issuance of revenue bonds for
the water and sewer systems and treatment plant at the Sni-A-Bar Facility

•

Passage of Resolution No. 79-2025 for design service in the amount of
$3,765,006 for the Sni-A-Bar Wastewater Treatment plant.

14

•

Passage of Resolution No. 21-2026 for the construction of 12th Street extension
from SW Southcrest Drive to Wyatt Road in the amount of $4,874,103.65

•

Passage of Resolution No.. 07-2026 for the addition of a right turn lane at Adams
Dairy Parkway and Duncan Road in the amount of $211,588

•

Passage of Resolution No. 24-2026 for the reconstruction of Wyatt Road from 7
Highway to Adams Dairy Parkway in the amount of $2,999,448.80

Progress Chart / Performance Measures

Infrastructure Progress Chart
3

4

0

8

Completed

In Progress

On Hold

Delayed

Not Started

15

The table below summarizes the current status of key performance measures, including
target dates and percentage of completion.
Performance Measure

Target

Status

Completion %

Complete Preventive Pavement Maintenance

December

Completed

Complete Street Capital Improvement Plan in FY

October

In Progress

25%

Complete water system study in 2026.

December

In Progress

90%

Select a design firm for the sewer system study in

December

Completed

100%

2028

In Progress

5%

Complete bond election for sewer system in 2026.

April 2026

In Progress

90%

Design and construct Sni-A-Bar Plan improvements

December

In Progress

Create a technology equipment replacement plan by

Program for CIP 2025.
2025 – 26.

2025.

Complete design improvements for the sewer system
in 2028.

Hold quarterly meetings with MoDoT.

2025
2026
2026
2025

In Progress

100%

December

In Progress

15%

Design and issue bonds for southwest Park by

October

In Progress

30%

Complete Southwest Park by December 2028.

December

In Progress

10%

Prepare stormwater maintenance study by December

December

In Progress

10%

Complete Mechanical Maintenance Plan by

December

In Progress

10%

Complete Interior Finishes Replacement Plan by

December

In Progress

10%

Conduct a comprehensive Building Conditions

Ongoing

Not Started

0%

by December 2030.
December 2026.
December 2026.

2026.

December 2026.
December 2028.

Assessment every 5 years.

Ongoing

100%

2030
2026
2026
2026
2026
2026
2028

30%

16

Community Safety and Wellbeing
Our Goal: Maintain a safe environment where people feel and are secure.

Progress Report
Public Safety was an integral goal of our City’s mission statement to provide a safe and
welcoming environment for our residents. The City’s Public Safety Department has made
strides adopting and incorporating new, cutting-edge technology to help improve
operations like Drone as First Responder Technology and the expansion of the Flock
Camera Program.
Public Safety has continued to make a dedicated effort to expand outreach efforts into
the Community. Events like “Shop with a Cop” and “National Night Out” are now annual
events that provide the department with opportunities to connect with residents in
impactful ways. Public Safety has also increased the frequency of the Girls on Fire and
Life Sports sessions in 2025, with additional sessions to be held in 2026. The Police
Department has also launched a new forum beginning in February 2026 titled PACT –
Police and the Community. This forum was open to the public and designed to help
residents connect with local officers, sharing concerns and asking questions to help
strengthen relationships with the Police Department.
While the goal of hiring two officers per 1,000 population by December 2030 is
ambitious, the Police Department has plans in place to continue recruiting and hiring
new officers, with funding that allows the department to exceed the current allotted
sworn strength of 103 officers. Recruitment efforts will remain consistent with the
department scheduled to attend four recruitment fairs annually. To prioritize officer
wellbeing, Public Safety has also approved a new two-year contract with Beyond the

17

Storm for all officers and dispatchers to complete biannual mental health visits through
2027.
A preliminary draft for an Animal Control Facility Proposal has been developed and was
submitted to City Administration in January 2026 for review.
In February 2026, the Mayor established the Neighbors in Need Task Force appointing
members of Council, Staff, and members of the community that have experience serving
vulnerable populations. The purpose of the Task Force is to identify and evaluate the
physical and mental health needs of the community, exploring ways to address the
community’s needs in a meaningful way. The Task Force will inventory current resources,
find ways to coordinate resources, identify gaps, and suggest improvements and
strategics for the future, aiding in the creation of an action plan to support vulnerable
populations by September 2026.
Some highlights include:
•

Overall Crime Rates for the City are trending down, with noticeable decreases in
incidents of Property Crime.

•

Launched “Ghost car” program to help increase traffic enforcement effectiveness
and curb reckless driving.

•

Approval of a contract with Flock Group Inc. for the Safe City program and the
expansion of the Flock Camera Program.

•

Increase in Girls on Fire and Life Sports Sessions.

•

Establishment of Neighbors in Need Task Force.

18

City of Blue Springs Crime Rate Trends 2020 - 2025

19

Progress Chart / Performance Measures
Community Safety & Wellbeing Progress Chart

5

7

Completed

In Progress

On Hold

Performance Measure
Implement Drone as First Responder Technology
(DFR) by December 2027.
Report crime rates.
Expand Flock Camera Program based on high
accident and crime areas.
Increase crime prevention initiatives.
“Ghost car” program to increase visibility by
December 2025.
Increase Girls on Fire and Life Sports sessions by one
per year.
Complete monthly/bimonthly officer/community
meetings/forums.
Attend four recruitment fairs annually.
Complete Officer mental health visits biannually.
Hire two officers per 1,000 population by December
2030.
Develop a long-term plan for Animal Control by June
2027
Create an action plan to support vulnerable
populations by September 2026.

Delayed

Not Started

Target
December
2027
Completed
December
2026
Ongoing
Summer
2025
Ongoing

Status
In Progress

Completion %
40%

Ongoing
In Progress

100%
80%

Ongoing
Completed

100%
100%

Ongoing

100%

Ongoing

Ongoing

100%

Ongoing
Ongoing
2030

Ongoing
Ongoing
In Progress

100%
100%
20%

December
2026
September
2026

In Progress

30%

In Progress

20%

20

Organizational Health:
Our Goal: Create an environment that encourages collaboration, teamwork, integrity
and accountability to empower staff to deliver exceptional service for the Community.

Progress Report
This was a priority that was identified internally and formulated by staff. The City
identified opportunities to revise and improve internal processes and felt that our
overall Organizational health should be identified as a priority. The Strategic Plan not
only reflects our commitment to residents with the responsibility of good stewardship,
but also a commitment to ourselves and making sure that we are providing each other
with the tools to succeed.
Prioritizing the Strategic Plan’s Implementation was vital in making sure that the Plan’s
ultimate goals and objectives were given purposeful action items. A dedicated
implementation team was formed for each Strategic Priority Area, with Staff working
together to ensure that Staff’s efforts and the City’s resources were in alignment and
working together to deliver results. Staff then facilitated a touring “road show”
presentation of the Strategic Plan delivered by Mayor Lievsay to all members of Staff
across departments. City leadership recognized the opportunity to present all Staff with
a detailed presentation of the Strategic Plan would be a chance to explain the
importance of the Strategic Plan to City operations for the next 5 years. This also
provided Staff the forum to solicit feedback and questions about Staff’s role in helping
with implementation.
The Strategic Plan framework has given Administration a new perspective on how to
best improve processes and encourage staff development. The adoption of LinkedIn
Learning as a Citywide Learning Management System has been a catalyst for growth,
21

training, and development amongst staff. LinkedIn Learning allows staff the opportunity
to choose their areas of interest and seek training they feel would be beneficial to their
roles.
After the adoption of the Strategic Plan, Staff was made aware of the City’s need to be
compliant with the digital standards outlined in Title II of the Americans with Disabilities
Act (ADA) by April 24, 2026. This rule will help make sure people with disabilities have
access to the City’s services, programs, and activities available on websites and mobile
apps. While not an objective or performance measure identified in the City’s Strategic
Plan, referencing the goals of improving Organizational Health, Staff has used the
opportunity of preparing for compliance to review and assess previous existing
templates and processes. This has created a culture that encourages process
improvement and collaboration, working together to find solutions and ways to better
streamline Staff workflows.
The City’s Human Resources Department continues to excel, hosting events like the
Annual Wellness Fair and facilitating new and creative staff events to help improve
employee engagement.
The Safety Committee has been active and focused on increasing awareness about
safety policies and operations. There have been multiple sub-committee efforts formed
to help build Crisis Action Plans for each City facility, helping to identify risks and ensure
that employees have the tools and training needed to help prevent injuries.
Staff has also been working to develop Official City Policies for a variety of areas that
had previously not had official policies established. These policies exist to ensure the
City’s compliance with laws and regulations, provide clear expectations for employees,
and support an ethical and inclusive workplace. Officially documenting the policies helps
to explain the purpose of the policy, why it matters or is required, how it applies to City
22

employees, as well as resources and training materials for Staff. Examples of policies
include an official City Social Media Policy, the City’s Digital Accessibility Policy, and a
Generative AI Usage Policy.
The need for improved continuity of operations, succession planning, and knowledge
retention efforts were identified through the implementation process. Whether it is
reconfiguring the City’s intranet process, creating official policy documents for City
processes, or identifying opportunities for knowledge retention and succession
planning, the City is now approaching operations with the stated goal of improving its
overall organizational health and planning ahead for the future.
Some highlights include:
•

Adoption and implementation of LinkedIn Learning as the Citywide Learning
Management System.
o 258 Users logged in
o 1,336 Courses Viewed
o 212 Courses Completed
o 222 Hours Viewed
o Monthly Average Activation rate of 86% (compared to 69% from peers)

•

Creation of Employee Newsletter to increase employee engagement and
awareness.

•

Hosting of the City’s Annual Wellness Fair

•

Safety Committee - Development of Crisis Action Plans for City Facilities as well
as implementation of mandatory Citywide Safety Training via LinkedIn Learning

•

Implementation of the City’s Strategic Plan, with accompanying presentations to
all City Staff across City Departments

23

Progress Chart / Performance Measures
Organizational Health Progress Chart

4

7

Completed

In Progress

On Hold

Performance Measure

Delayed
Target

Not Started
Status

Completion %

In Progress

N/A

Number of existing processes improved annually.

Ongoing

In Progress

Increase staff training hours.

Ongoing

In Progress

Increase use of the learning management system.
Number of dollars spent on professional education
for staff.

Number of conferences attended.

Hold monthly Process Improvement Team meetings.

Ongoing
Ongoing

In Progress

Ongoing

In Progress

N/A
N/A
N/A

Ongoing

Completed

In Progress

100%

Create an employee newsletter by October 2025.

Completed

Completed

100%

Host Wellness Fair annually.

Completed

Completed

100%

Number of critical processes documented for all
departments.

Hold monthly Safety Committee meetings.
Number of staff engagement events.

Completed

N/A

Completed
Ongoing

Completed
In Progress

N/A

100%
N/A

24

Appendix - Objectives
Downtown Revitalization
Objectives
•

Improve streetscapes to create a pedestrian-friendly environment.

•

Develop Central Park to offer recreational gathering areas Downtown.

•

Encourage and support higher density residential units to attract new residents to Downtown.

•

Foster a business-friendly environment where a mix of commercial uses is incorporated
throughout Downtown.

•

Promote redevelopment of underutilized and incompatible properties to implement the City’s
Downtown Master Plan.

•

Utilize grants, the Main Center Redevelopment Corporation Policy, and other funding
opportunities to further incentivize different types of development.

Balanced Growth
Objectives
•

Complete the Comprehensive Plan Update to guide the City’s development, infrastructure
investment, housing, public services and land use to help ensure coordinated and efficient
growth.

•

Strategically annex properties to accommodate future residential and commercial amenities and
employment opportunities.

•

Complete a housing needs assessment to identify gaps or needed housing options to help ensure
all residents (future and current) can move to or remain in the City throughout their lives.

•

Enhance and individualize the redevelopment process to make it easier to reuse and redevelop
vacant and underutilized properties.

•

Proactively identify areas that are appropriate for various types of land uses to help ensure
adequate services and infrastructure are in place.

•

Develop and update design guidelines and regulations for industrial, commercial and all types of
residential development to achieve high-quality and long-lasting attractiveness of corridors and
neighborhoods.

•

Update Building Codes and Property Maintenance Codes so that safety and property values are
maintained.

25

•

Create an Economic Development Work Plan to attract, promote, support and retain businesses
and strengthen relationships with the business community.

•

Complete the Parks, Recreation and Open Space Master Plan Update to guide future park
improvements across the City.

Community Identity
Objectives
•

Develop and implement a comprehensive brand identity that clearly articulates and celebrates the
unique culture of Blue Springs and highlights the assets of the community to help ensure
consistency across all City operations.

•

Regularly update the Resident Guide for visitors and all residents by providing helpful information
on community offerings, City services, and neighborhood connections.

•

Provide residents meaningful volunteer opportunities that encourage civic pride.

•

Update the City’s website as an effective means to communicate with and inform the community
about accomplishments, roles and responsibilities and progress toward strategic initiatives.

Infrastructure
Objectives
•

Prepare a 20-year preventive street maintenance plan to establish a proactive approach to
pavement repair, pothole prevention, and maintenance.

•

Create a Street Capital Improvement Plan to prepare for future growth and funding opportunities.

•

Prepare a water system study of the City’s water system to address aging infrastructure and future
capacity needs.

•

Prepare a sewer system study to assess current conditions, evaluate system capacity, identify
needs, and support regulatory compliance.

•

Design and construct Sni-A-Bar Plan improvements to meet the Environmental Protection Agency
(EPA) requirements.

•

Partner with Missouri Department of Transportation (MoDoT) on traffic mitigation projects to
reduce congestion on 7 Highway.

•

Monitor and stay current with evolving technologies to effectively provide services.

•

Encourage approaches to sustainability and green energy when updating City facilities and
buildings.

•

Development of Southwest Park to address service gaps in Southern Blue Springs.

26

•

Prepare a stormwater maintenance plan to improve drainage capacity, reduce flood risk and
enhance water quality.

•

Develop a comprehensive plan to maintain buildings to help ensure long term functionality,
safety and relevance.

Community Safety and Wellbeing
Objectives
•

Use developing technologies, equipment, systems and facilities to address safety and reduce
incidents of crime.

•

Expand outreach programs to increase community engagement and help residents take proactive
steps to protect themselves, their property, and their neighborhood.

•

Create a plan for an Animal Control shelter to support the safety of people and animals.

•

Increase police staffing levels and retention efforts to meet population growth and call load.

•

Identify, coordinate, and create resources to provide easy access and support for vulnerable
populations.

Organizational Health:
Objectives
•

Leverage modern technology and system capabilities to improve operations.

•

Invest in personnel, training, equipment, technology and professional education to enhance the
delivery of public services and support professional growth.

•

Create opportunities for cross-department collaboration to reduce silos and enhance
communication.

•

Strengthen continuity of operations by documenting key processes and implementing knowledge
transfer practices.

•

Prioritize a safe working environment by supporting a proactive Safety Committee that identifies
risks, promotes safe work practices and helps to ensure all employees have the tools and training
needed to help prevent injuries.

•

Elevate a culture that celebrates wins, recognizes significant achievements, and promotes
employee engagement and wellness.

27

Council Meeting Date: March 30, 2026
Agenda Item #: 5

CITY COUNCIL INFORMATION FORM
DATE SUBMITTED: March 25, 2026

ITEM TYPE: Presentation

SUBMITTED BY: Christine Cates

CONTRACT NUMBER: N/A

DEPARTMENT: Administration
STRATEGIC PLAN PRIORITY: Community Safety
ITEM DESCRIPTION
Presentation from Officer Alex McIntyre of the Community Services Bureau regarding
the Blue Springs Code of Ordinances Hotel/Motel Tier System.
BACKGROUND
Chapter 655 Hotels, Motels, Etc. of the Code of Ordinances, City of Blue Springs,
Missouri provides rules and regulations concerning hotel operations in Blue Springs. In
2018, the City amended Chapter 655 of its Code of Ordinances by Ordinance No. 4571
to add Section 655.120 – Tier Classification Procedures. This procedure established tier
classifications based on Calls For Service to Room Ratio. This ratio is determined by the
number of calls for service in a calendar year divided by the total number of guest
rooms in a hotel or motel, calculated based on the preceding year’s calls for service and
used to classify a hotel or motel for the current year. Calls for Service (CFS) are defined
as a call for law enforcement service related to criminal activity and civil disputes. These
2026CIF

Page 1 of 3

include violations of local, state or federal laws which result in City personnel being
dispatched as well as any self-initiated investigation based on the observations of law
enforcement when it is determined that a violation of law has occurred.
Staff’s presentation today will provide an overview on the City’s Hotel/Motel Tier
System. Additionally, the presentation will provide insight into the Calls For Service
criteria that are currently used to produce Tier Classification Reports. The CFS naming
criteria defined in the adopted Ordinance No. 4741 does not match the CFS that the
Blue Springs Police Department’s (BSPD) Computer-Aided Dispatch (CAD) system uses
to log Calls for Service from hotels in Blue Springs. This naming discrepancy makes
accurately logging CFS for Hotel Tier Classifications a difficult and time-consuming
process, with Officers needing to extensively filter through the CAD system to produce a
complete CFS call log for Tier Classifications.
Staff will be providing Draft Code Amendment documents for Mayor and Council’s
review of proposed changes to the City of Blue Springs’ Code of Ordinances. By aligning
CFS defined in the City of Blue Springs Code of Ordinances with the call types used by
the BSPD’s CAD System, officers monitoring the Tier Classification will be able to
produce Tier Classification Reports more effectively. This will help in monitoring the
overall health and safety of all hotels operating within the City of Blue Springs, ensuring
that each hotel is in compliance with the Tier Assigned to their premises.
In addition to amending the Code of Ordinances, Staff is proposing adding Section
655.130 Refusal to Register to Chapter 655 as well. These additions reflect the provisions
of RSMo 315.067 in permitting any person in charge of the facility the ability to refuse or
deny the use of a room, accommodations, facilities or other privileges of the hotel to
any person exhibiting behavior that may endanger the health and safety of other
occupants of a hotel establishment.

2026CIF

Page 2 of 3

Staff’s presentation will also highlight the Blue Springs Police Department’s “fourpronged approach” to addressing hotel/ building safety, working with the City’s Code
Enforcement Department, Jackson County Environmental Health, and Central Jackson
County Fire Protection District to ensure that any calls, complaints, or issues regarding
hotel operations in Blue Springs are being adequately addressed.
FINANCIAL IMPACT
INFORMATION
Contractor:

DETAIL
N/A

OTHER BOARDS & COMMISSIONS ASSIGNED
Name of Board or Commission: N/A
LIST OF REFERENCE DOCUMENTS ATTACHED
1. Presentation.
2. Draft Council Information Form for Proposed Ordinance Changes.
3. Draft Ordinance for Proposed Ordinance Changes.
REVIEWED BY
Requesting Director: Christine Cates

Legal: N/A

Administration: George Schmitz

City Administrator: Christine Cates

Budget: N/A

2026CIF

Page 3 of 3

3/25/2026

Section 655.110 & 655.120

Hotel/Motel Tier
Ordinance Enforcement

1

Tier
classification

• Hotels and motels shall be classified
according to the following calls for service
(CFS) room ratio:
• Tier One — Less than 0.50 CFS per room per year;
• Tier Two — 0.50 to 1.00 CFS per room per year; or
• Tier Three — More than 1.00 CFS per room per year

2

1

3/25/2026

Calculating Calls for Service (CFS)
• All calls for law enforcement service related to
criminal activity and civil disputes.
• Includes:
• Violations of local, state or Federal laws
which result in City personnel being
dispatched.
• Any self-initiated investigation based on
the observation(s) of law enforcement
when it is determined, based on the
greater weight of evidence, that a
violation of law has occurred.

3

Call types listed
in ordinance

These call types do not
match the calls in our
Computer Aided-Dispatch
software.
These call types were
copied directly from the
Branson hotel/motel
ordinance.
4

2

3/25/2026

CFS from CAD

5

Annual Tier Notification

January of each new year

Tier classification appeal
process

Previous year CFS are calculated for each
hotel

Upon notice of tier classification, the hotel or
motel operator may file an appeal within
fifteen (15) days of the notice for a hearing
before the hearing officer appointed by the
City Administrator, as provided for in Chapter
140 of this Code.

Official letter is hand-delivered to each hotel
to notify them of their assigned Tier

6

3

3/25/2026

Tier 1
Requirements

• Maintain a guest log per State Statute.
• Request IDs from permanent guests (over
31 days) and employees
• Run names of permanent guests and
employees through National Sex Offender
Public Website (NSOPW)
• Ensure sign posting number of registered
sex offender permanent guests and
employees at front desk (if applicable)

7

Tier 2
Requirements
in addition to all of Tier 1

• Have a hotel or motel operator available
on the premises at all times.
• Ensure a BSPD crime prevention
assessment of their property is
completed.
• Obtain and document the guest vehicle
information
• Make, model, color and license plate number.

• Ensure all guests or occupants of a room
provide a picture ID
• Will be photocopied and maintained in the
hotel office during the length of stay.

8

4

3/25/2026

Tier 3
Requirements
in addition to all of Tier 1 and Tier 2

• Provide the Chief of Police with the names
of all hotel and motel operators and
security staff.
• Ensure that individuals visiting hotel or
motel occupants leave by 11:00 P.M.
• Conduct semiannual training sessions
for employees and staff on crime
prevention techniques, as assisted by
BSPD.
• Provided 24/7 front desk personnel.

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• Install and maintain lighting in the lobby, parking lots and
indoor and outdoor common areas of the hotel or motel.

Tier 3
Requirements
in addition to all of Tier 1 and Tier 2

• Ensure parking passes are issued and recorded for all
vehicles allowed to park on the premises with each pass
marked with the issue date and expiration date.
• All vehicles shall prominently display the pass on the
front windshield.
• Maintain a daily key log.
• Non-issue currently due to all hotels using digital key
card locks
• Each key found to be missing must have its
corresponding lock re-keyed prior to the room being
rented. Each master key found to be missing will
require the establishment to re-key all corresponding
locks. Records of all rooms being re-keyed shall be
maintained by the hotel or motel operator for a period
of twelve (12) months

10

5

3/25/2026

Tier 3
Requirements
in addition to all of Tier 1 and Tier 2

• The hotel or motel operator will participate
in BSPD hotel or motel crime prevention
training annually.
• Ensure that all persons visiting guests
sign in at the front desk.
• A picture ID shall be required, photocopied
and kept on file during the guest's stay.

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12

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3/25/2026

Enforcement
Quarterly inspections

Completed by BSPD Community Services Bureau

Failed inspection

30 days to get back in compliance

Failed re-inspection

CSB notifies the Chief

The Chief of Police will notify
any non-compliant hotel or
motel operator in writing of the
noncompliance finding.

That notification may also include a recommendation to the Community Development Director that
the hotel or motel business license be revoked.

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Revocation of
Business License
• Those hotels and motels being found
not in compliance with the standards
set forth for their tier after the noncompliance finding, may have their
business license revoked pursuant
to Section 605.150 and Section
140.020.
• An appeal of this decision may be
filed pursuant to the provisions for
administrative appeals in Section
140.020.

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3/25/2026

Four prong approach

• BSPD
• Codes Department
• Jackson County Environmental Health
• CJCFPD

15

8

Council Meeting Date: Click or tap to enter a date.
Agenda Item #: ________________

CITY COUNCIL INFORMATION FORM
DATE SUBMITTED: March 11, 2026

ITEM TYPE: Ordinance

SUBMITTED BY: Christine Cates

CONTRACT NUMBER: N/A

DEPARTMENT: Administration
STRATEGIC PLAN PRIORITY: Community Safety
ITEM DESCRIPTION
Passage of a Bill Amending Chapter 655 Hotels, Motels, Etc. Section 655.010 Definitions;
Rules of Construction, City of Blue Springs, Missouri, and adding section 655.130 Refusal
to Register to the Code of Ordinances, City of Blue Springs, Missouri.
BACKGROUND
Chapter 655 Hotels, Motels, Etc. of the Code of Ordinances, City of Blue Springs,
Missouri provides rules and regulations concerning hotel operations in Blue Springs.
In 2018, the City amended Chapter 655 of its Code of Ordinances by Ordinance No.
4571 to add Section 655.120 – Tier Classification Procedures. This procedure established
tier classifications based on Calls For Service to Room Ratio. This ratio is determined by
the number of calls for service in a calendar year divided by the total number of guest
rooms in a hotel or motel, calculated based on the preceding year’s calls for service and
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used to classify a hotel or motel for the current year. Calls for Service (CFS) are defined
as a call for law enforcement service related to criminal activity and civil disputes. These
include violations of local, state or federal laws which result in City personnel being
dispatched as well as any self-initiated investigation based on the observations of law
enforcement when it is determined that a violation of law has occurred.
The CFS naming criteria defined in the adopted Ordinance No. 4741 does not match the
CFS that the Blue Springs Police Department’s (BSPD) Computer-Aided Dispatch (CAD)
system uses to log Calls for Service from hotels in Blue Springs. This naming discrepancy
makes accurately logging CFS for Hotel Tier Classifications a difficult and timeconsuming process, with Officers needing to extensively filter through the CAD system
to produce a complete CFS call log for Tier Classifications. By aligning CFS defined in the
City of Blue Springs Code of Ordinances with the call types used by the BSPD’s CAD
System, officers monitoring the Tier Classification will be able to produce Tier
Classification Reports more effectively. This will help in monitoring the overall health
and safety of all hotels operating within the City of Blue Springs, ensuring that each
hotel is in compliance with the Tier Assigned to their premises.
In addition to amending the Code of Ordinances, Staff is proposing adding Section
655.130 Refusal to Register to Chapter 655 as well. These additions reflect the provisions
of RSMo 315.067 in permitting any person in charge of the facility the ability to refuse or
deny the use of a room, accommodations, facilities or other privileges of the hotel to
any person exhibiting any of the following behavior:
1. An individual who is unwilling or unable to pay for the room, accommodations,
facilities, or other privileges of the hotel or extended stay hotel;
2. An individual who reasonably appears to be visibly intoxicated, under the
influence of alcohol or other drug, or acts in a disorderly manner so as to be
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reasonably likely to create a public nuisance;
3. An individual the person in charge of the facility has reason to believe or
reasonably believes to be seeking to use a room, accommodations, facilities or
other privileges of the hotel or extended stay hotel for an unlawful purpose;
4. An individual the person in charge of the facility has reason to believe or
reasonably believes to be bringing in anything which may create an unreasonable
danger or risk to other persons, including but not limited to explosives or the
unlawful use of firearms;
5. An individual whose use of the room, accommodations, facilities or other
privileges of the hotel or extended stay hotel would result in a violation of the
maximum capacity of such room, accommodation, facility or hotel.
By adopting this Section into the City’s Code of Ordinances, BSPD Officers can direct
owners / operators of hotels in the Blue Springs area to a section of the City’s code (by
way of Missouri State Statute) that provides hotel owners / operators with City Code to
enforce protective safety measures at their establishments.
These recommended Code amendments regarding hotel operations are focused on safety
and public health. In addition to these changes, BSPD and Staff will continue their work
with Jackson County Environmental Health and Central Jackson County Fire Protection
District to ensure that any calls, complaints, or issues regarding hotel operations in Blue
Springs are being adequately addressed.
FINANCIAL IMPACT
INFORMATION
Contractor:
2026CIF

DETAIL
N/A
Page 3 of 4

PROJECT TIMELINE
INFORMATION

DETAIL

Estimated Start Date

Click or tap to enter a date.

Estimated End Date

N/A

STAFF RECOMMENDATION
Staff recommends approval.
OTHER BOARDS & COMMISSIONS ASSIGNED
Name of Board or Commission: N/A
LIST OF REFERENCE DOCUMENTS ATTACHED
1. Exhibit A.
REVIEWED BY
Requesting Director: PENDING REVIEW

Legal: PENDING REVIEW

Administration: PENDING REVIEW

City Administrator: PENDING REVIEW

Budget: N/A

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Introduced by Councilmember ____________

BILL ________
ORDINANCE________

AN ORDINANCE AMENDING CHAPTER 655 HOTELS, MOTELS, ETC. OF THE CODE
OF ORDINANCES, CITY OF BLUE SPRINGS, MISSOURI.
WHEREAS, Chapter 655 Hotels, Motels, Etc. of the Code of Ordinances, City of
Blue Springs, Missouri provides rules and regulations concerning hotel operations in
Blue Springs.; and
WHEREAS, In 2018, the City amended Chapter 655 of its Code of Ordinances by
Ordinance No. 4571 to add Section 655.120 – Tier Classification Procedures, establishing
a tier classifications system for hotel operations in Blue Springs based on Calls For
Service to Room Ratio.; and
WHEREAS, the City will update the Calls for Services previously defined to be in
alignment with the Computer-Aided-Dispatch system to help improve the Blue Springs
Police Department’s ability to produce Tier Classification Reports more effectively; and
WHEREAS, the City seeks to encourage hotel operators an law enforcement
agencies to collaborate to ensure the public safety in and around hotels; and
WHEREAS, hotel owners and operators, as well as guests of such establishments
are obligated by state law to follow local ordinances or be subject to ejectment from the
hotel (Section 315.075(5) RSMo).
NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF BLUE
SPRINGS, MISSOURI, as follows:

2025ORD-AmendCode

NOTE: LANGUAGE INTO BE ADDED IS UNDERLINED. LANGUAGE TO BE DELETED
IS SHOWN AS STRICKEN. Sections and Subsections not set out herein are not amended
or changed.
Section 1. That Section 655.010 Definitions; Rules of Construction of the Code of
Ordinances, City of Blue Springs, Missouri, is hereby amended to read as
follows:
Section 655.010. Definitions; Rules Of Construction. [R.O. 1996 § 655.010;
Ord. No. 3026 § 1, 11-17-1997; Ord. No. 4741, 5-7-2018]
Terms used in this Chapter shall have the meanings ascribed to them in this
Section and shall be construed as indicated in this Section:
CALLS FOR SERVICE (CFS)
All calls for law enforcement service related to criminal activity and civil
disputes, as listed below, or violations of local, state or Federal laws which
result in City personnel being dispatched or directed to the hotel or motel.
"Calls for service" include any self-initiated investigation based on the
observation(s) of law enforcement when it is determined, based on the
greater weight of evidence, that a violation of law has occurred. Law
enforcement calls for service shall be measured by one (1) event or
occurrence at a hotel. Multiple calls for one (1) event shall count as one (1)
call for service. Calls for service at a particular hotel or motel are cumulative
regardless of ownership.
1. Law enforcement call types that represent a call for service include:
a. ABAND — Abandoned motor vehicle.
b. ARSON — Arson.
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c. ASLT — Assault.
d. BOMB — Bomb.
e. BURG — Burglary.
f. CHILD — Endanger welfare of child.
g. CIVIL — Civil matter.
h. DD — Domestic disturbance.
i.

DI — Death investigation.

j.

DIST — Disturbance.

k. DRUG — Drug.
l.

FORGERY — Forgery/counterfeiting.

m. HAR — Harassment.
n. KID — Kidnapping.
o. LAW — State law violation.
p. MIP — Minor in possession of intoxicants.
q. NOISE — Noise complaint.
r. ORD — Ordinance violation.
s. PROPD — Property damage.
t. ROB — Robbery.
u. STAT — Special operations.
v. STEAL — Stealing.
w. SXO — Sexual offenses.
x. TERROR — Terrorist threat.
y. WAR — Arrest warrant/search warrant.
1. 911 Hang Up — 911 Hang Up
2. Aban Veh — Abandoned vehicle
3. AC Abuse — ACO Abuse
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4. AC Aggressive — ACO Aggressive Dog
5. AC Barking — ACO Barking
6. AC Bite — ACO Bite
7. AC RAL — ACO Running at Large
8. Aggravated Assault — Aggravated Assault
9. Assault — Assault
10. Bomb — Bomb
11. Burglary — Burglary
12. Child Abuse — Child Abuse
13. Child - Found — Found Child
14. Child – Lost — Lost Child
15. C&l Drive — Careless Driver
16. Civil — Civil Matter
17. Counterfeit — Counterfeit Money
18. Custody — Child Custody
19. Dead Body — Dead Body
20. Deceiving — Deceiving an Officer
21. Disturb Armed — Armed Disturbance
22. Disturb Phys — Physical Disturbance
23. Disturb Verb — Verbal Disturbance
24. Ex Parte Violation — Ex Parte Violation
25. Fireworks — Fireworks
26. Forgery — Forgery
27. Fraud — Fraud
28. Harassment — Harassment
29. Hit and Run — MVA Hit and Run
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30. Homicide — Homicide / Manslaughter
31. ID Theft — Identity Theft
32. Indec Exp — Indecent Exposure
33. Invest — Investigation
34. Kidnapping — Kidnapping
35. Litter — Littering Illegal Dumping
36. Narc — Narcotics J8
37. Neighborhood Problems — Neighborhood Problems
38. Noise — Noise Complaint
39. Officer Assist — Assist Officer – Emergency
40. Parking — Parking complaint
41. Prop Dam — Property Damage
42. Prowler — Prowler
43. Recover Prop — Recovered Stolen Property
44. Robbery — Robbery
45. Sex Off — Sex Offense
46. Shooting — Shooting
47. Shoplifter — Shoplifter
48. Shots Fired — Shots Fired
49. Simple Assault — Simple Assault
50. Solicitors — Solicitors
51. Standby — Standby
52. STAT — STAT Entry
53. Steal – Auto — Auto Theft
54. Stealing — Stealing
55. Sus Cir — Suspicious Circumstances
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56. Threats — Threats
57. Trespass — Trespass
58. Warrant — Warrant
Section 2. That Section 655.130 Refusal to Register is hereby added to the Code of
Ordinances, City of Blue Springs, Missouri, and reads as follows
Section 655.130 Refusal to Register
As permitted by the provisions of RSMo 315.067, any person in charge of the
facility shall refuse or deny the use of a room, accommodations, facilities or
other privileges of the hotel to any person or persons exhibiting any of the
following:
1. An individual who is unwilling or unable to pay for the room,
accommodations, facilities, or other privileges of the hotel or extended
stay hotel;
2. An individual who reasonably appears to be visibly intoxicated, under
the influence of alcohol or other drug, or acts in a disorderly manner
so as to be reasonably likely to create a public nuisance;
3. An individual the person in charge of the facility has reason to believe
or reasonably believes to be seeking to use a room, accommodations,
facilities or other privileges of the hotel or extended stay hotel for an
unlawful purpose;
4. An individual the person in charge of the facility has reason to believe
or reasonably believes to be bringing in anything which may create an
unreasonable danger or risk to other persons, including but not
limited to explosives or the unlawful use of firearms;
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5. An individual whose use of the room, accommodations, facilities or
other privileges of the hotel or extended stay hotel would result in a
violation of the maximum capacity of such room, accommodation,
facility or hotel.
Section 3. That this Ordinance shall be in full force and effect from and after its passage
and approval.
Section 4. Scrivener’s Errors. Typographical errors and other matters of a similar nature
that do not affect the intent of this Ordinance, as determined by the City
Clerk, may be corrected with the endorsement of the City Administrator
without the need to come before the City Council.

7

PASSED by the City Council of the City of Blue Springs, Missouri, and approved by
the Mayor of Blue Springs, this ___ day of _________ 2026.
CITY OF BLUE SPRINGS

____________________________

Chris Lievsay, Mayor
ATTEST:

____________________________

Erin Ford, City Clerk
1st Reading: ________________
2nd Reading: _______________

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