Forging Our Comprehensive Urban Strategy: Investing in Our People - The FOCUS Kansas City Human Investment Plan	.
Jacques A. Gourguechon, AICP	Author Info

Abstract

Introduction

People come first. With them, the city comes alive. And there is a strong relationship between the state of the city and the state of its residents. When residents are productive, healthy, caring and civil, the city is prosperous, energetic, supportive and livable. However, this condition must be nurtured, supported and encouraged in ways that enable all Kansas Citians to achieve full citizenship.

Human investments cannot be completely separated from other important initiatives of FOCUS Kansas City such as the building of roads, the revitalization of downtown and the enhancement of neighborhoods. Yet, human investments must be addressed in a way that highlights their importance to the long-term health of the city. This is why FOCUS Kansas City contains a Human Investment Plan devoted exclusively to needed investments in the city's human resources - young and old, rich and poor.

People reach their full potential through work. All individuals who can work, should have jobs. This allows them to be self-supporting and able to maintain quality urban living for themselves and their families.

The Human Investment Plan is therefore job-centered. Putting people to work is the key to enhancing the ability of Kansas Citians to reach their full potential. It is recognized, however, that not everyone can work. Some members of the community have special characteristics or face unusual conditions and challenges that keep them from matching the demands of the working world. Therefore, the Human Investment Plan provides for them as well. This, too, is a part of the Kansas City tradition: lending a hand to neighbors and supporting those in need.

Building on Our Strengths

But carrying this rich legacy into the future will not be enough. Many current trends suggest that the real future will not necessarily resemble the future we would prefer to see. Economic evolution, demographic change, global events and the unintended consequences of advances in technology will continue, as will the processes of aging and deterioration. Although these need not stand as barriers to the achievement of our goals, they will constantly challenge us to reinvent ourselves and our institutions as we strive to reach our full human potential.

The process of reinvention must follow a series of guiding principles if it is to support the city's critical human investment priorities, rather than work at cross-purposes. In particular, five prerequisites must be met:

1. Volunteerism: The energy that will make the human investment initiatives work over the long term is that of caring and committed people - citizens who are willing to give of themselves to their neighbors and to the community.
2. Anti-Racism: Artificial barriers and discrimination among people must be radically reduced and human rights actively promoted. The greatest need is to eliminate racism.
3. Networking: Equitable and ready access to information is the linchpin of the Human Investment Plan.
4. Strong Families: The well being of every society rests on the strength of its families. The community must continue to search for new ways to help families cope through education, recreational opportunities, care-giver relief and promotion of wellness.
5. Pairings: Making connections among people all across the city should be advanced through deliberate efforts to bring people and institutions together.

Human Investment Aspirations

Good health is the platform from which each of us proceeds in life. Without it, other achievements become difficult or impossible. Health means far more than an absence of physical disease: it also means good nutrition, healthy behavioral choices, physical safety and mental well-being. Social health is critical because social ills affect individual health and quality of life. Reducing domestic violence, street crime and racist behaviors will reduce the stress, abuse and negative self-images that often manifest themselves as physical ailments.

Productive people are another key element of a good human investment plan. All adults should be able to support themselves and the individuals, especially children, who rely on them for economic support. This means engaging in productive work at a wage on which an entire family may live and that contributes to the betterment of society as a whole; it may also mean refraining from becoming a societal drain through antisocial activity or complete inactivity. Having a good job on a career path builds self-esteem and allows people to improve their own lives. Achieving this aspiration relies on two requirements: that good jobs are available and that individuals are prepared to competently fill them and grow as their jobs evolve.

Being a caring individual is another key quality, necessary to bring a community together. Some of those among us are vulnerable by reason of physical or mental disabilities, age or infirmities and, at some point in our lives, no matter how hard we work, even the strongest among us need care - as young children, in times of serious illness, when hardship strikes, as we age. Community caring can be expressed in many ways - through volunteerism, respect for diversity, responsibility for our neighborhoods, support for public education, recreational programs for young people and inclusion of all people in community discussions.

Finally, civility is the ability to live in a democratic society. It encompasses the willingness to respect the views of others, to "own" to our behavior and to understand the consequences of what we do. Civility also means fully participating in the community and working actively to improve it - in essence, being a citizen. As such, it refers to much more than just respect for the law; it also refers to respect for ourselves, for the rights and values of others, for property and for the environment.

Applications: The Human Investment Plan

1. Eliminating racism
2. Promoting entrepreneurism
3. Developing a skilled labor force
4. Preparing people for work
5. Promoting universal child care and development
6. Providing sound education and lifelong learning
7. Focusing on preventative health care
8. Enhancing city life

Certainly many other worthy strategies might be included. However, these eight relate directly to the city's chosen unified direction: "The New American City - Making Connections for the 21st Century." These strategies also concentrate on economic factors as primary in helping all families achieve self-sufficiency. Each strategy has its own set of guiding objectives, one or more key initiatives and major indicators of success.

Strategy: Eliminating Racism and Other Forms of Unfair Discrimination

This vision depicts a community that will not tolerate racial injustices or exclusionary practices, no matter how subtle or pervasive. It instructs us to affirm the dignity and integrity of each individual and, by doing so, to advance the spirit of the true community.

Of course, racism is not the only form of unfair discrimination. Discrimination based on gender, ethnicity, physical or mental ability, and certain lifestyles also erodes our civility. The social and individual costs of this discrimination are high: prejudice diminishes everyone's quality of life and bias is a horrible drain on the economy. Fear and hatred isolate people and create nothing but more fear and hatred.

Blatant bigotry is not the most difficult problem we face, either. What concerns us now are the subtle, unthinking, unknowing and, usually, unacknowledged prejudices that are much harder to root out. These form the institutionalized face of racism - the impersonal structures and practices that perpetuate the privileges of some and the disadvantages of others. This is why the anti-racism effort must, itself, be institutionalized. Only in this way can the efforts be sustained over time until it is possible to say that Kansas City is a new kind of American city.

Two major initiatives fall under this strategy:

1. All segments of the community must be involved in denouncing racism and racist behaviors as well as in welcoming social diversity.
2. Human rights must be promoted for all and community policing must be expanded. At the same time, there must be efforts to improve police-community relations, particularly in areas of low-income housing.

Major indicators of success include:

• Equalized lending ratios among whites, blacks and Hispanics with similar income and credit characteristics;
• Reduced numbers of hate and bias crimes;
• Reduced litigation involving civil rights and gender and racial discrimination; and
• Increased diversity among managers and other high-skill personnel.

Strategy: Promoting Entrepreneurs

Small businesses employing fewer than 20 people generate a large share of new jobs nationwide. Entrepreneurial firms not only provide work and income for downsized corporate employees but create new jobs and opportunities for other people as well. In addition, home-grown enterprises are more likely to stay in the community and support community initiatives and activities.

Entrepreneurism will be crucial to generating future jobs and sustainable work opportunities in Kansas City. The business community should be actively involved in this effort, as should non-profit institutions that sponsor programs and provide funding for business development. Entrepreneurial support is especially important in the minority community. The culture of entrepreneurism should also be extended into the classroom.

The major initiatives to promote entrepreneurism include:

1. With the cooperation of talented and energetic local entrepreneurs, identify the supply need and other niches that new businesses fill.
2. The values and rewards of entrepreneurism should be taught in schools and entrepreneurial successes of Kansas Citians should be celebrated.
3. Supports must be established in the form of advanced business mentoring and special capital pools to support local entrepreneurs throughout each stage of development of the enterprise.
4. Special supports and programs must be established for the minority entrepreneur in order to encourage minority business start-ups and capital set asides.

Major indicators of success in this area include:

• An increased number of new businesses started annually;
• An increased number of new jobs created by businesses employing under five, under 20 and under 50 persons; and
• An increase in the number of minority and women owned enterprises.

Strategy: Developing a Skilled Labor Force

In addition, retraining is becoming more and more important. Today we expect the average worker to change careers at least five times. Moreover, economic restructuring has not yet run its full course and teenagers need guidance in preparing for and entering our complex, ever-changing economy. A workable career-preparation system is essential to maintaining a growing, healthy economy.

The main initiatives in this area include:

1. A coordinated, comprehensive employment and job training system, accessible to all residents, must be developed.
2. A partnership between employers and schools at all levels must be created in order to maintain a direct relationship between skills taught and jobs in demand.

Major indicators of success in these endeavors include:

• Increased number of successful (long-term) job placements;
• Increased median regional wage;
• Increased per capita and median household income; and
• Decreased unemployment rate.

Strategy: Preparing People for Work

The key missing component is basic life-skill training. In part, such training must change habituated notions of inadequacy - the legacy of the welfare culture. Moreover, a holistic approach is needed to address the developmental needs of at-risk youths - building their self-esteem, motivation and sense of responsibility while imparting academic, vocational and social skills. The ideal approach would take the form of a school-to-work strategy that fosters productive attitudes and behaviors in young people before dysfunctional patterns become ingrained.

A change in attitude is required among people on the other side of the equation too. Managers, supervisors and foremen need to realize that the transition from dependency to self-sufficiency will take patience, good will and persistence. They must consider the magnitude of the change being asked of those who have lived on welfare, a change not unlike emigrating from another country. For such persons, the working world can be a frightening and, at times, hostile new environment.

Initiatives in this area include:

1. Programs that provide comprehensive employment development services must be expanded and continually upgraded.
2. Programs must be designed that re-integrate senior citizens into the work force.
3. The capability of local institutions of higher learning must be strengthened and expanded in order to deliver continuing education, especially in the technical and management areas.

Major indicators of success in job preparedness include:

• Reduced welfare rolls and numbers of homeless;
• Reduced proportion of minority youths and young men arrested and incarcerated; and
• Increased per capita income.

Strategy: Promoting Universal Child Care and Development

As a nation, we need to make investments in our children - all children - that will maximize their potential. Head Start and the local and national programs that followed it have yielded rich insights into how to set up effective early-childhood development programs. All children, regardless of race, class or location benefit from structured learning. Relevant programs should enable them to develop self-esteem and a measure of autonomy and self-sufficiency, while also acquiring social skills, self-competency and good sanitary and health practices.

Thirty years of experience has shown us that good early-childhood programs pay off for years in the form of greater academic achievement, lower dropout rates, higher income and reduced incidence of drug abuse and criminal activity. As a result, two related objectives are: to ensure that all families have access to safe, affordable and high-quality child care services, and, second, that all children are adequately prepared, both socially and educationally, for kindergarten and first grade.

Furthermore, the community cannot overlook the need for good recreational programming for children and youth of all ages. The entire burden of providing such programming should not fall disproportionately on the city but should be a shared responsibility for investing in the future of the community.

Two initiatives fall under this heading:

1. Successful early-childhood programs should be expanded and enhanced.
2. The variety and availability of recreational programs for children and youth should be improved.

Major indicators of success include:

• Reduced infant mortality, especially among teenage and minority mothers;
• Reduced number of reported cases of child abuse and neglect; and
• Increased number of recreational offerings and enrollments citywide.

Strategy: Providing Sound Education and Lifelong Learning

Public education is the foundation of our democratic society and also contributes to the city's ability to attract residents. Kansas City has fourteen school districts, in whole or in part, within its boundaries. Each of these contributes to the welfare of the community by developing students into well-educated citizens, by preparing them directly for citizenship, jobs, military service or college, and by continuing to instill the value of lifelong learning in all.

However, the fragmentation within the public-school domain makes consistency and coordination difficult. As a result, one of the actions recommended in this area of endeavor is the creation of a "confederation" of school districts under the leadership of the Mayor and inclusive of school superintendents and representatives of the State Department of Education.

Two primary initiatives are related to lifelong learning:

1. All children and youth must have safe places to learn, play and socialize as well as positive role models.
2. Site-based school management opportunities and other educational innovations need to be enhanced and expanded so that schools can respond more directly to student and community needs and demands.

Major indicators of success would include:

• Reduced high school dropout rates;
• Increased number of residents participating in post-high school education; and
• Increased citizen participation.

Strategy: Preventive Health Care

Four health initiatives are set forth:

1. Public education programs that motivate citizens to take responsibility for their own well-being need to be expanded.
2. Family-oriented wellness programs need to be expanded and promoted.
3. Kansas City should be declared a "Drug-Free City" and an all-out attack on illegal drugs and other unhealthy addictive substances must be launched.
4. Violent crime and domestic violence of all types must be reduced.

Major indicators of success include:

• Decreased incidence of preventable diseases;
• Decreased number of drug arrests and convictions; and
• Decreased number of violent crimes of all types, especially those involving weapons.

Strategy: Enhancing City Life

Moreover, arts and culture are crucial not only to creating opportunities for personal self-expression but also to strengthening and expressing community bonds and values. They provide outlets for celebration, the sharing of ideas and the understanding of different individuals and groups. In addition, they are an often overlooked component of the local economy that provides a wide range of jobs.

Four initiatives are offered with respect to enhancing city life:

1. A high level of efficiency, coordination and cooperation among arts organizations needs to be fostered.
2. Patronage for and participation in the arts must be expanded, in part by increasing the involvement of young people and by broadening the artistic and cultural diversity among organizations and participants.
3. Kansas City should be developed into a national cultural destination.
4. The value of the arts must be recognized and promoted in addressing urban challenges, contributing to the local economy and celebrating local vitality, in part by looking for opportunities to create artist communities.

Major indicators of success in these endeavors include:

• Increased attendance at all arts and cultural events citywide;
• Reduced average age of art consumers; and
• Increased cultural tourism.

Organizational Capacity

However, the Mayor and City Council still have a definite leadership role in the human-investment arena and must give that role high priority. Part of this role involves galvanizing the creative energy of the community on a continuous basis. It will then be up to the rich array of community organizations to grow, change and refresh themselves over the twenty-year life of the plan.

The process framework which would enable this to occur has three components. The first and most essential is acceptance and stewardship of the plan by those agents who have the resources to fund action programs and the will to implement them. The second element is the establishment of some mechanism to act as a clearinghouse to interpret and coordinate plan activities, orient new players and reconsider strategies and actions. The Kansas City way to create such mechanisms is to do so outside of government but in close cooperation with it. The third component is active participation by city government. Although not directly involved in service delivery, the mayor and city council provide essential leadership to that process, help to galvanize support and action, and provide the backdrop of hope and commitment for Kansas Citians with respect to their schools, neighborhoods, quality of life and economic futures.

Implementation resources play critical roles too. In particular, FOCUS Centers will be critical in delivering the services suggested in this plan. Basic FOCUS Centers will include an information center, a job-readiness training facility, computerized access to city departments and services as well as services relevant to each individual community, registered child-care and a community policing substation. Less numerous expanded FOCUS Centers may present such diverse offerings as entrepreneurial support and training, eldercare, an assisted workplace, job-training resources and classes, housing programs, cultural events or a health clinic.

In addition, each of the eight core strategies will be placed under the umbrella of a coordinating council charged specifically with facilitating achievement of one or more of the initiatives. The charge of each council should be determined by the assessment of existing organizations that now fulfill similar roles. By functional assignment, six councils are recommended:

1. An anti-racism and discrimination council
2. An employment and entrepreneurism council
3. An early childhood council
4. An education council
5. A community wellness council
6. A quality of life/leisure time council

Each council will perform three roles: information clearinghouse, facilitator/supporter of agencies that provide the services and programs, and coordinator.

Plan Evaluation and Monitoring

1. Was the Human Investment Plan carried out in accordance with the 15 initiatives?
2. If not, why?
3. How satisfied are plan "consumers" and the community as a whole with the results being produced by the plan?

The goal of the evaluation process is to make sure that the programs and services remain relevant, are available to those who need them most, expand or change to cover overlooked or evolving needs, and produce results in an efficient and accountable manner.

The Human Investment Plan's strategies and initiatives will be carried out primarily as collaborative efforts between many agencies and organizations from both the city and the metropolitan area. In some cases, city government will have responsibility but this will be the exception to the rule in regard to the human investment strategies. In large part, the city will partner, provide leadership and encourage private sector organizations to carry out the actions and initiatives of this plan.

Responsibility for the human investment initiatives will rest with various elements of the community, divided among the private sector, the public sector, public/private partnerships and, many times, in more than one of these areas. It is only by working together that Kansas City can successfully reinvent itself as the "New American City" where the people make the city great and the future generations of Kansas Citians are the priority.

Jacques A. Gourguechon, AICP, Principal Consultant
Camiros, Ltd., Chicago, Illinois