standing committee review agenda-ad...meeting agenda administration and human services committee...

Location:

Meeting Agenda

Administration and Human Services Committee

Standing CommitteeMonday, April 21, 2014

5:30 PM

Municipal Office Building701 N 7th StreetKansas City, Kansas 661015th Floor Conference Room (Suite 515)

Name Absent

Commissioner Angela Markley, Chair gfedc

Commissioner Hal Walker, Co-Chair gfedc

Commissioner Tarence Maddox gfedc

Commissioner Mike Kane gfedc

Commissioner Jane Philbrook gfedc

. I Call to Order / Roll Call

. II Committee Agenda

Synopsis:

Tracking #:

Item No. 1 - PLAN: REGIONAL HAZARD MITIGATION

Request approval of the Regional Hazard Mitigation Plan for Wyandotte, Leavenworth, and Johnson counties, submitted by Mike Baughman, Emergency Management Director. FEMA has approved the plan pending adoption of the various jurisdictions impacted.

140073

Synopsis:

Tracking #:

Item No. 2 - GRANT APPLICATION: WYANDOTTE RIVER TRAILS PROJECT

Request approval to submit a grant application to the Health Care Foundation of Greater Kansas City for a Wyandotte River Trails Project, submitted by Joe Connor, Public Health Director. The goal is to communicate the importance/benefits of physical activity.

140116

Synopsis:

Tracking #:

Item No. 3 - GRANT APPLICATION: HEALTHY LIVING

Request approval to submit a grant application to the Kansas Health Foundation for a Healthy Living grant, submitted by Joe Connor, Public Health Director. The goal is to ensure individuals who access services at the health department receive healthy eating and active living interventions when appropriate to decrease obesity.

140117

Synopsis:

Tracking #:

Item No. 4 - GRANT APPLICATION: 2014-15 ENROLL WYANDOTTE PROJECT

Request approval to submit a grant application to the Kansas Health Foundation for the 2014-15 Enroll Wyandotte Project, submitted by Joe Connor, Public Health Director. The project is aimed at educating and enrolling Wyandotte County citizens into the Health Insurance Marketplace.

140123

Synopsis:

Tracking #:

Item No. 5 - GRANT APPLICATION: DOCUMENT IMAGING PROGRAM

Request approval to submit a grant application to the Sunflower Foundation for a Document Imaging program, submitted by Joe Connor, Public Health Director. This would allow replacement of outdated client data storage and retrieval system to include document interface with the current electronic health record system.

140118

Synopsis:

Tracking #:

Item No. 6 - DISCUSSION: SIGN ORDINANCE AMENDMENTS

Discussion and possible approval of recommended amendments to the sign ordinance to allow and regulate digital billboards, submitted by Commissioner Hal Walker.

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. III Outcomes

. IV Adjourn

Changes Recommended By Standing Committee (New Action Form required with signatures)

Publication Required Budget Impact: (if applicable)

Staff Request for

Commission Action

Tracking No. 140073 Revised gfedc

On Going gfedc

Type: StandardCommittee: Administration and Human Services Committee

Date of Standing Committee Action: 4/21/2014

(If none, please explain):

Proposed for the following Full Commission Meeting Date: 5/15/2014

Confirmed Date: 5/15/2014

gfedc

Date:2/21/2014

Contact Name:Mike Baughman

Contact Phone:573-6300

Contact Email:mbaughman@wycokck....

Ref: Department / Division:Emergency Management

Item Description: Review and approve Regional Hazard Mitigation Plan for Wyandotte, Leavenworth and Johnson County. The plan considered potential threats, hazards, and the resources of the counties. Mitigation actions have been developed and prioritized for the identified hazards. The plan will be presented to the Commission for adoption at a May meeting. A draft of the plan may be accessed on the Emergency Management Department page on www:wycokck.org (A USB version of the official draft will be provided to each Commissioner the evening of the standing committee). FEMA has approved the plan pending the adoption of the various jurisdictions impacted. In the case of Wyandotte County (KCK, Bonner Springs and Edwardsville). Our governing body will be concerned with and approving the portions that apply to Wyandotte County and Kansas City, Kansas.

Action Requested: Review and approve for adoption by Full Commission (May 15, 2014).

gfedc

Amount: $ Source:

Included In Budget gfedc

Other (explain) gfedcb Policy action by Commission

File Attachment File Attachment File Attachment File Attachment



Staff Request for

Commission Action


On Going gfedc






gfedc

Date:4/2/2014

Contact Name:Joe Connor


Contact Email:[email protected]

Ref: Department / Division:Public Health

Item Description: The Public Health Department has applied for a grant in the amount of $64,500.00 to the Health Care Foundation of Greater Kansas City for a Wyandotte River Trails Project. This project will launch a regional public information campaign intended to communicate the importance/benefits of physical activity; with particular focus on the increase in outdoor recreational options that would be provided by building trails along the Kansas and Missouri rivers.

Action Requested: Approval of application.

gfedc

Amount: $ Source:


Other (explain) gfedcb Grant funded

HEALTH CARE FOUNDATION of Greater Kansas City (HCF)Healthy Communities Wyandotte - Wyandotte River Trails Project 2/18/2014

Application Budget Worksheet & Narrative Template

Net Revenue

Total funding from the Foundation and other sources are as follows: HCF Other In-Kind TotalHealth Care Foundation (HCF) $64,500 $0 $0 $64,500In-Kind $0 $0 $18,802 $18,802HCW Coalition Funds $0 $8,500 $0 $8,500

Total Revenue $64,500 $8,500 $18,802 $91,802Salary

The project will pay the salary for the following staff: (e.g. Exec. Director, Intake Specialist, etc.)

Annual Salary/Rate (eg. $54,000)

Indicate FTE portion being

requested from HCF (eg .50 FTE)

HCF Cost (eg $27,000) Other In-Kind Total

Joseph Connor $90,900 0.02 $0 $0 $1,818 $1,818Wesley McKain $46,600 0.20 $0 $0 $9,320 $9,320John Werner $58,200 0.02 $0 $0 $1,164 $1,164

Total Salary $0 $0 $12,302 $12,302Benefits and Payroll Taxes

The project will pay the following benefits and payroll taxes for the above staff (e.g. FICA, Health, Dental, Life Insurance, etc.):

Benefit % rate of total salary expense

(e.g. 20%) HCF Other In-Kind TotalInsert Types of Benefits $0 $0 $0 $0

Indicate whether funding is SECURED (S), or PENDING (P)

PSP

Revenue

In Kind an

CoalitionSteering funding h

Salary - In

Wesley MInitiative project-re

Joseph Cocoordinat

John Werresponsib

Benefits &

Total Benefits and Payroll Taxes $0 $0 $0 $0Other Direct Expense: (e.g. Training Expenses, Consulting Fees, etc.) HCF Other In-Kind Total

Contract with BikeWalkKC for the Regional Planning Consultant $50,000 $0 $5,000 $55,000Travel costs to St. Louis $3,000 $2,000 $500 $5,500

Total Other Direct $53,000 $2,000 $5,500 $60,500

*Equipment & Supplies: HCF Other In-Kind TotalFood for community meetings $2,000 $1,000 $0 $3,000Printed materials to display and distribute $5,000 $5,000 $0 $10,000Postage for Direct Mail $500 $500 $0 $1,000Equipment rental for events $4,000 $0 $1,000 $5,000

Total Equipment/Supplies $11,500 $6,500 $1,000 $19,000

SUBTOTAL $64,500 $8,500 $18,802 $91,802

Indirect Expense HCF Other In-Kind Total$0 $0 $0

Total All Expenses $64,500 $8,500 $18,802 $91,802

Administrative Costs to administer the River Trails Project

Other Dir

A regionaresponsibarticles ameetings100% of h

A two-da

*Equipm

There wilthat thes

There wilschools, p

It is estim

Indirect E

Page 1 of 2

HCF Budget - Narrative Comments

- Insert any additional/clarifying comments re: your Revenue entries here

nd other revenue will come from the UG Health Department, Healthy Communities Wyandotte, and BikeWalkKC.

partners including KC Healthy Kids, LISC, Latino Health for All Coalition, Friends of Kaw Point Park, and MARC will serve on the Committee and will contribute financially to the campaign. There may be additional match funding (in-kind or cash) but this

has not been secured.

nsert any additional/clarifying comments re: Salary entries here

McKain, Program Coordinator at the Health Department and currently oversees HCW. Assuming a leadership role in the LeveeMr. McKain will be responsible working closely with BikeWalkKC to coordinate the campaign, as well as prepare and submit all elated reports to HCF. Mr. McKain will dedicate 20% of his time to the project.

onnor, Director of the Public Health Department for WYCO will provide overall project supervision and interdepartmental tion, and will serve as the Chair of the Steering Committee. Mr. Connor will dedicate 2% of his time to the project.

rner, Fiscal Officer for the Health Department will oversee and assist with the fiscal management of the grant and be ble for preparing any necessary project-related expense reports. Mr. Werner will dedicate 2% of his time to the project.

& Payroll Taxes - Insert any additional/clarifying comments re: your Benefits/Payroll Taxes entries here

rect Expenses - Insert any additional/clarifying comments re: your Other Direct Expense entries here

al planning consultant will be contracted with to coordinate the activities and partners. More specifically, the consultant will be ble for engaging the community through the use of mass media marketing that includes: public service announcements, informational nd ads in local newspapers; and the use of Facebook and Twitter, as well as through face-to-face communications at neighborhood , local businesses, non-profit organizations, churches, schools, park facilities and government agencies. The consultant will dedicate

his/her time towards this project.

y trip to St. Louis, or a peer municipality in the region will be scheduled with the six drainage board members and drainage engineers, as

ent/Supplies - Please attach list of equipment purchases, including prices and quantities, to your application!

l be light refreshments served at community meetings as partners have found that this encourages greater participation. It is estimated e refreshments will cost a total of $3,000, of which HCW is requesting $2,000 from the HCF.

l be printed materials for display and distrubution at neighborhood meetings, local businesses, non-profit organizations, churches, park facilities and government agencies. Postage is also factored in for two direct mailings.

mated that there will be special events to bring awareness to the campaign. HCW is estimating that it will rent tents and sound equipment

Expenses- Insert any additional/clarifying comments re: your Indirect Expense entry here

Page 2 of 2

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Health Care Foundation of Greater Kansas City Proposal Narrative Document

Organization: Unified Government Health Department (Healthy Communities Wyandotte)

PROBLEM OR NEED In 2012, the Centers for Disease Control and Prevention released nationwide state obesity rankings, and ranked Missouri (10th) and Kansas (11th) among the most overweight and obese states in the nation.1 A 2013 national report released by the Robert Wood Johnson Foundation then ranked the health of nearly every county in the country and placed Kansas City’s Wyandotte County near the bottom of the list in Kansas, ranking it 99th out of the 102 counties studied. Finally, data found in a 2012 Blue Cross Blue Shield report for the Greater Kansas City area confirmed those poor health indicators – revealing that more than 30% of the adults and nearly one in every three children are overweight or obese. While obesity has been viewed as a private matter, it is a public health problem that costs individuals and their families, as well as the community billions each year. More specifically, it is estimated that the U.S. spent $190 billion on obesity-related health care expenses in 2005, doubling previous estimates.2 With more than one third of the children in the United States overweight or obese – nearly triple the rate in 1963 - childhood obesity has become an epidemic that has surpassed drug abuse and smoking as the largest health concern facing today’s youth.3 Excess weight at a young age can lead to a broad range of health conditions that previously were not seen until adulthood. These conditions include high blood pressure, type 2 diabetes and elevated blood cholesterol levels. In one study, 70% of obese children had at least one risk factor for cardiovascular disease, and 39% had two or more.4 Nationally, obese youth ages 2-19 incurred $14.1 billion in direct medical costs associated with additional prescription drugs, ER visits and outpatient visits. Overall, obese and overweight youth are three times more costly than those of a healthy weight.5 In addition to the physiological effects of being overweight or obese, there are also psychological effects and obese children are more prone to discrimination, low self-

1 QuickStats: Prevalence of obesity among adults aged ≥20 years, by race/ethnicity and sex – National Health and Nutrition Examination Survey, United States, 2009–2010. Morbidity and mortality weekly report. February 24, 2012. Accessed November 26, 2012. 2 Cawley J, Meyerhoefer. The medical care costs of obesity: an instrumental variables approach. J Health Econ. 2012; 31:219-30. 3 "Overweight in Children." American Heart Association. n.d. Web. 3 Oct. 2013. 4 Freedman DS, Mei Z, Srinivasan SR, Berenson GS, Dietz WH. Cardiovascular risk factors and excess adiposity among overweight children and adolescents: the Bogalusa Heart Study. J Pediatr. 2007;150(1):12—17.e2. 5 National Institute of Mental Health. Any anxiety disorder among children. Health topics - statistics. Available at: http://www.nimh.nih.gov/ statistics/1ANYANX_child.shtml. Accessed November 26, 2012.

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esteem, negative body image and depression that can evolve in adulthood.6 On March 2, 2004 while before congress, the Surgeon General Dr. Richard Carmona characterized the threat of childhood obesity as follows: “Because of the increasing rates of obesity, unhealthy eating habits and physical inactivity, we may see the first generation that will be less healthy and have a shorter life expectancy than their parents." While not all instances of adult obesity began in childhood, a considerable proportion do so; hence the importance of effective prevention programs for children. Further, numerous research studies demonstrate the association between overweight and obese parents and the likelihood of childhood obesity, with many of these studies citing parental obesity as the highest risk factor. While genetics play a role in the increased risk for obesity, parental modeling of lifestyle factors such as being sedentary have a strong influence on youth. It is for this reason that the Wyandotte River Trails Project is proposing to undergo a massive public education campaign that will communicate the importance of physical activity, and then advocate for policy changes that will lay the groundwork to open up the environmental landscape for walking, hiking or biking trails. Kansas City, Kansas, located within Wyandotte County (WYCO), is the third-largest city in the state of Kansas and Kansas City metropolitan area. The city has a dense urban core of 1,180 people per square land mile versus 34.9 people per square land mile for the State of Kansas (Source: U.S. Census). This density leaves little opportunity for outdoor activity – a necessary component to preventing obesity and other chronic health conditions that accompany a sedentary lifestyle. The area does have two scenic waterways that could be used for hiking, walking, or biking. Unfortunately, the two levees surrounding these rivers (Kaw Valley and Fairfax) are closed to the public. The levee system protects a 6,617 acre area and an estimated $564 million in appraised real estate property value. It is estimated that as many as 124,595 people live within three (3) miles of the two levees and the proposed trail areas. The potential 10 mile-long Kaw Valley and 5 mile-long Fairfax trails will become sustainable recreational resources for the region, and will have the potential of creating greater connectivity with other bike paths and trails in the surrounding area. More specifically, the Kaw Valley and Fairfax Levees will provide an important and direct pedestrian and bicyclist connection from densely populated residential neighborhoods into major commercial districts, schools, and hospitals. They will also provide connections to a number of regional trails, including a bike/ped trail from Kansas City, MO under Interstate-70, trails in the Rosedale neighborhood, and a bike/ped bridge that is a component of a major bridge reconstruction across the Missouri River in the north. Government leaders have reached out for decades to the elected officials of the drainage districts in an effort to open up the levees to the public for recreational use. Now, because Healthy Communities Wyandotte has helped change the culture in 6 "Basics in Childhood Obesity." Centers for Disease Control and Prevention. n.d. Web. 27 Apr 2012.

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Wyandotte County, both levee districts have agreed to open up pilot sections for public access near the rivers. But now is not the time to stop and celebrate. Negotiations have halted before because of engineering obstacles and fears of vandalism. Consistent momentum must be maintained to see these pilot projects to completion, and take steps towards full-blown trails. Compromises have been made in similar cities like St. Louis, New Orleans, and Portage, Wisconsin. In its application for funding to the Health Care Foundation of Greater Kansas City, Healthy Communities Wyandotte is coming together in collaboration with many other community stakeholders (see collaboration section below) to launch a public education, advocacy and planning campaign to communicate the long-term community health benefits of establishing trails along the Kaw Valley and Fairfax Levees. ORGANIZATION & PROJECT OVERVIEW 1. Brief History of Organization: In response to the 2009 Kansas County Health Rankings report which listed Wyandotte County as having the worst health in the state, Mayor Joe Reardon convened a large group of community stakeholders to strategize a plan of improvement. As a result of that process, the Healthy Communities Wyandotte coalition was born. Staff support for the coalition comes from the Unified Government of Wyandotte County/Kansas City, Kansas’ Health Department, which is why the grant is being submitted on behalf of the Unified Government. The Health Department provides backbone support, but the coalition is owned and directed by the community. HCW’s mission is to mobilize the community through increased communication, coordination, culture change, innovative leadership and community participation. After two years of dedication and input of nearly 100 community members, HCW published its community health improvement plan called Recommendations for a Better Future in 2011. The document, meant to serve as a strategic plan, outlines actions that the community can take to improve health in the areas of nutrition, infrastructure, education, health services, and communications. Led by a steering committee comprised of community leaders from education, health, housing, business, government and community organizations, HCW’s work is planned and executed by five action teams that correspond to each recommendation area. Each team is chaired by a subject matter expert and consists of both residents and/or working professionals. The coalition is large: there are currently over 80 active members representing approximately 50 area organizations. The action teams use the recommendations to select strategies that are timely and impact the entire county. Since its inception, HCW has been successful in leading teams towards meaningful results. For example, in April 2011 the Unified Government passed a Complete Streets resolution. Now, every time a street is built or redesigned, the needs of all users, not just motorists, are considered. And, in August 2012 the Unified Government adopted an updated Sidewalk and Trails Master Plan to increase connectivity and walkability in the county. Specific to this application, in June 2013 Public Works used that Master Plan to win KDOT funding to improve connectivity to

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Kaw Point Park, and extend a multi-purpose trail on 5th Street These improvements lay close to the levees and their effect will be amplified by future river trails. As demonstrated above this group’s collaborative efforts and successes in the area of healthy living have been paramount. The Program Coordinator for HCW will have a leadership role in the Levee Initiative and will leverage the successful partnerships, programming and strategies used in the collaborative. 2. The Target Population/Community (ies): Wyandotte County has a population of 159,129 of which 42.9% are White, 25.4% are African American, and 26.9% are Hispanic.7 The per capita income is $19,216 compared to the State at $26,845 and has a poverty rate of 23.4% versus the State level of 13.2%.8 While the Levee Initiative intends to launch a public education campaign that will touch the entire county, the intended audience will be residents who live within three (3) miles from the levees and voters (private land owners and commercial businesses) lying within drainage district boundaries of the Kaw Valley and Fairfax levees. Property owners within the drainage district are especially targeted because they are electors of the drainage district boards, and have the greatest influence upon policy and decision-making. It is estimated that as many as 124,595 people live within three (3) miles of the two levees and the proposed trail areas. The project’s benefits will be felt county-wide, and provide viable options for outdoor physical activity throughout the entire region. In addition to increasing the regions health, the proposed walking/biking trails will provide greater access to local amenities, as well as other trails. 3. Proposed Project Activities: Under the proposed Wyandotte River Trails Project, BikeWalkKC will ally with Healthy Communities Wyandotte and its partners to launch a regional public information campaign intended to communicate the importance/benefits of physical activity. The campaign will focus on the increase in outdoor recreational options that would be provided by building trails along the Kaw (Kansas) and Missouri Rivers. A regional planning consultant will oversee the campaign. More specifically, the consultant will be responsible for engaging the community through the use of mass media marketing that includes: public service announcements, informational articles and ads in local newspapers; and the use of Facebook and Twitter, as well as through face-to-face communications at neighborhood meetings, local businesses, non-profit organizations, churches, schools, park facilities and government agencies. All communications will be culturally and linguistically inclusive and translated into multiple languages. Further, in launching its campaign, the Wyandotte River Trails Project will build up the collaborative strengths of several partners who have a wide reach in the community and will work to mobilize the underserved populations to be sure residents, as well as community-based organizations are equipped with the tools they need to influence policy and legislation. 7 2012 estimates US Census Bureau 8 2012 estimates US Census Bureau

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With the support of Joseph Connor, Director of the Public Health Department for WYCO, the initiative will accomplish the following tasks.

Goal 1: To open up the Kaw Valley and Fairfax Levees for public use to expand the outdoor fitness options available to members of the Wyandotte County community in an effort to create a healthier population. Objective 1.1: Increase the community’s understanding of and involvement in the policy changes that are needed to open the levees for public recreational purposes.

Task Timeline/Person Responsible Performance MeasureWyandotte County will establish a Steering Committee lead by Healthy Communities Wyandotte and staffed by representatives from BikeWalkKC, the Mid-America Regional Council, K-State Research and Extension, Friends of the Kaw, representatives from the two levee districts, regional partners, as well as community members.

Month One Wesley McKain

# of steering committee meetings conducted

Examine the current urban design/ neighborhood plans, and environmental data.

Two and Three Wesley McKain (Coordination) WYCO engineers

Amend current urban design plans to reflect the proposed trails around the levees.

Hire a regional planning consultant to provide direct support of the activities proposed in the Initiative

Month Two Eric Rogers - BikeWalkKC

Person will be hired or on contract with BikeWalkKC

Healthy Communities Wyandotte will hold 10 public community meetings to reach as many people as possible to increase participation rates among residents and businesses lying within drainage district boundaries, based on thresholds set in the assessment of public engagement.

Month Two - Ongoing BikeWalkKC (Eric Rogers)

# of community meetings conducted.

Objective 1.2: Improve the knowledge of the health benefits of opening the levees as a walking and biking trail.

Task Timeline/Person Responsible Performance MeasureDevelop community awareness through the use of mass media marketing that includes: public service announcements, informational articles and ads in local newspapers; and the use of Facebook and twitter.

Month Two - Ongoing Levee Initiative Team

Number of Facebook “likes”, number of individuals added to our stakeholders list and communications lists.

Successfully brand the initiative through posters, flyers, and brochures that are culturally and


There will be an increase in community education regarding

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linguistically sensitive. Printed materials will be distributed through local businesses, non-profit organizations, churches, schools, park facilities and government agencies.

the importance of physical activity and the prevention of obesity and chronic health conditions.

Develop positive relationships between community members who want to access levees, and property owners who are electors and constituents of the drainage district boards.


There will be an increase in community pressure on the levee district boards to open up the levees for public use.

Objective 1.3: Work directly with the Fairfax and Kaw Valley drainage district board member and engineers to change the public use policies and develop a mutually beneficial plan to open the levees.

Task Timeline/Person Responsible Performance MeasureHost standing meetings every two months between the Health Department, county engineers and the board members and drainage engineers to discuss the planning process.

Month Two - Ongoing Wesley McKain

# of meetings conducted

Schedule a two-day trip to St. Louis, or a peer municipality in the region, with the six drainage board members and drainage engineers, as well as county engineers and director of BikeWalkKC.

Trip scheduled month two Trip taken by month four Report findings by month seven Wesley McKain

Trip executed and a report of the lessons learned from the implementation of successful projects by St. Louis.

4. Outcomes & Evaluation: Success will be accomplished with a step-by-step measurement and feedback on our effectiveness in meeting our goals and objectives. Project evaluation will include close qualitative and quantitative monitoring of the extent to which the objectives are met. Project evaluation will include close qualitative and quantitative monitoring of the extent to which the objectives are met. Please see attached logic model. The evaluation instruments will include measurement of number of engaged residents, online community surveys, attendance at community meetings, feedback from electors of drainage district boards, and policies adopted and agreements reached. The program coordinator Wesley McKain, with support from the regional planner, will be responsible for conducting the evaluation. They will present data reports to the steering committee, as well as other planning and implementation meetings in order for all stakeholders to evaluate the needs and progress of the initiative, and take steps for course correction. 5. Staffing and Capacity: Healthy Communities Wyandotte, situated within the Unified Government Health Department, has a long track record of providing effective services to the Wyandotte County community, and as such is well suited to oversee this project. This project will have the following management structure:

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Joseph Connor, Director of the Public Health Department for WYCO will provide overall project supervision and interdepartmental coordination, and will serve as the Chair of the Steering Committee. Beginning his career with WYCO as a staff accountant for the County Auditor’s office in 1985, Joe held management positions in the Community Corrections, Department of Corrections and the County’s Business Office before being appointed to oversee one of the largest government departments. Mr. Connor has a Bachelor’s Degree in Accounting from Emporia State University and a Masters Degree in Business Administration from the University of Saint Mary-Leavenworth. Finally, he is a graduate of Leadership 2000, sits on the board of the Metropolitan Official Health Agencies of the Kansas City Area, and current Chair of the Community Health Council of Wyandotte County, Inc. Mr. Connor will dedicate 2% of his time in-kind towards this project. Wesley McKain, Program Coordinator at the Health Department and currently oversees HCW. Assuming a leadership role in the Levee Initiative Mr. McKain will be responsible working closely with BikeWalkKC to coordinate the campaign, as well as prepare and submit all project-related reports to HCF. Mr. McKain has a Bachelor of Arts degree in History from Olivet Nazarene University and more than three years of professional work experience coordinating projects. Mr. McKain will dedicate 20% of his time in-kind towards this project. Eric Rogers, Executive Director for BikeWalkKC will provide advocacy, education, public policy, public health, and urban planning. He has worked on many campaigns to give Kansas Citians better transportation choices, including Missouri River crossings, development code reform, and trail funding. In addition holding a Bachelor of Arts degree from Drake University, he is a League of American Bicyclists Certified Instructor, serves as Vice President of the board the Missouri Bicycle and Pedestrian Federation, and he is the Mayor's appointee to Chair of the Kansas City, MO Bicycle and Pedestrian Advisory Committee. He has been recognized as Advocate of the Year by the Alliance for Biking and Walking, and he has received the regional leadership award from the Mid-America Regional Council. Mr. Rogers will dedicate 5% of his time in-kind towards this project. John Werner, Fiscal Officer for the Health Department will oversee and assist with the fiscal management of the grant and be responsible for preparing any necessary project-related expense reports. Mr. Werner manages the department’s $9.7 million budget and over 90 positions along with the Public Health Levy and numerous Federal and State grants. He has almost 22 years of professional work experience preparing and interpreting financial statements and budget documents, as well as supervising staff and projects, and has a Bachelor of Science in Accounting from Ottawa University. Mr. Werner will dedicate 2% of his time in-kind towards this project. Regional Planning Consultant (to be hired) will coordinate the activities and partners. More specifically, the consultant will be responsible for engaging the community through the use of mass media marketing that includes: public service announcements, informational articles and ads in local newspapers; and the use of Facebook and

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Twitter, as well as through face-to-face communications at neighborhood meetings, local businesses, non-profit organizations, churches, schools, park facilities and government agencies. The consultant will dedicate 100% of his/her time towards this project. 6. Collaboration: Understanding that policy and environmental changes such as the ones proposed in the Levee Initiative will need to be reach a number of people who have the power to influence the levee district boards, the initiative includes a multi-sector partnership approach that reaches out to non-traditional partners and aligns with healthy eating and active living coalitions and networks like HCW. As a result of the Health Department’s role in the community, especially with the launch of HCW, existing relationships and partnerships are presently in place with a broad base of organizations that share the goal to open up the levees for public use as a way to increase physical activity in the community and address the public health crisis that exists in WYCO. It is anticipated that relationships with the following institutions and organizations will continue to play a vital role in the success of the Wyandotte River Trails Project.

BikeWalkKC: is a member-supported 501(c)(3) nonprofit organization that works to make Greater Kansas City a safer and more accessible place to walk, bicycle, live, work, and play. Its advocacy programs work to improve policies and build sidewalks, trails, crosswalks, bike lanes, and more. Its education programs give people the knowledge and skills to walk and to bicycle safely and confidently for transportation, recreation, and fitness. Our events promote a culture change puts biking and walking into people's daily lives. BikeWalkKC will host the regional position that will coordinate all public education efforts. The agency’s experience in both bike/ped planning and community mobilization makes it well poised to assume this role. The attached Letter of Commitment explains their role in more detail.

UG Geospatial Services: is the mapping department of the Unified Government that maintains the real estate parcel map for Wyandotte County and provides Geographic Information System (GIS) expertise and general mapping related services to the Unified Government and its constituents. The have already supported the effort by providing maps and demographic information about drainage districts and property values, and can be relied on to do so through the duration of the campaign. Mid-America Regional Council (MARC): is a nonprofit organization that serves as the association of city and county governments and metropolitan planning organization for the bi-state Kansas City region. MARC’s MetroGreen Initiative, spawned in 2002, seeks to unite the Greater Kansas City area in an interconnected, multi-modal, environmentally friendly transportation system. Regional trail connections along the rivers are key aspects of that plan, and MARC has already been on board during the

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campaign planning process. They have worked with levee districts before, and will provide regional planning and other technical assistance. Friends of Kaw Point Park: is an organization dedicated to enhancing the beauty and utility of Kaw Point Park, situated at the convergence of the Missouri and Kansas Rivers. This is a national historic site with ample parking and many community events, and would serve as a major trailhead for a future river trail. The Director was one of the founders of this campaign, and they will be extremely helpful, energetic contributors in mobilizing especially the business community for this effort. Rosedale Development Association (RDA): is a nonprofit organization with a mission to work in partnership with residents, businesses, and institutions to build a strong and healthy community and to improve the quality of life for those who live, work, and play in Rosedale. RDA leads Wyandotte County in mobilizing the community to improve the built environment. Through their Healthy Kids Initiative, they have successfully reduced the childhood obesity rate in Rosedale from a measured 51% to 44% over the last five years. The Director serves as the chair of the Infrastructure Action Team, one of Healthy Communities Wyandotte’s volunteer action groups. They have a bike/ped coordinator on staff, and will provide hours of in-kind support for this effort, especially in the areas of neighborhood relations, trail building, and advocacy. Vireo: is a women-owned and operated firm that provides landscape architecture, community planning, environmental design, and ecological services in Kansas City. As part of this initiative the firm will work to protect the health and vigor of communities through health impact assessments; and ecosystems through natural resource restoration by bringing ecology into the neighborhood, streetscape, streamway, greenway, parks, trails, playgrounds, campuses, plazas and beyond. More specifically, Vireo will do this by designing solutions that include the community's input, thereby increasing public buy-in and enhancing project success. KC Healthy Kids: is a nonprofit organization with a mission to improve the health of Greater Kansas City's children by informing, advocating, and mobilizing the resources and talents of our community to improve healthy eating and active living. They are Kansas City’s foremost experts on state and local policies involving active living, and will provide technical assistance in that area. FreeWheels for Kids: is a nonprofit organization that exists for the charitable and educational purposes of teaching youth leadership and promoting healthy lifestyles through bicycles. FreeWheels for Kids operates Bike Clubs in low-income neighborhoods surrounding the levee. The teens in these clubs have already expressed excitement in getting involved in advocacy and events around opening river trails. They will bring energetic, youthful commitment to the campaign. Latino Health for All Coalition (LHFA): is a coalition with a mission to reduce diabetes and cardiovascular disease among Latinos in Kansas City/Wyandotte County through a collaborative partnership to promote healthy nutrition, physical activity, and access to

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health services.LHFA is a project of the KU Work Group for Community Health and Development, a World Health Organization Collaborating Center. Traditionally they have focused their efforts on Latinos residing in zip code 66101, but have just expanded to three other neighborhoods as well, including Armourdale. Armourdale is right in the middle of the Kaw Valley Drainage District, and all residents are electors of the Kaw Valley Drainage District board. We are excited to have their support in mobilizing Latinos to expand opportunities for safe recreational activities. Sunflower Foundation: is a 501(c)3 nonprofit organization that serves as a catalyst for improving the health of Kansans by emphasizing programs that: 1) served the poor, uninsured, underinsured; 2) promote preventive health care; and 3) support activities aimed at reducing the number of Kansans who use and are addicted to tobacco products. The Sunflower Foundation has experience helping to funding trails in Kansas, and is very interested in the progress of our public education and planning campaign. Fundamentally, Healthy Communities Wyandotte and its partners believe that the project is attainable because the Fairfax and Kaw Valley drainage districts are elected boards and are responsive to their constituents. Every property owner within the drainage district boundaries can vote in elections for the drainage district boards. These drainage district constituents can be educated about the community benefits of opening up the levees for public access. Please see attached Letters of Support of organizations ready to lend their energy to this project. 7. Sustainability: The Unified Government of Wyandotte County’s Health Department and its collaborating partners are confident that the Health Care Foundation of Greater Kansas City funds provided by this grant will be a sound and effective investment in the community. For example, at the very least the initiative will meet its short term goal of educating the mobilizing the public in a regional educational campaign around the importance of physical activity to prevent obesity and chronic health conditions. Yet already, both levee districts have agreed to open pilot trail sections to test the results of public access. The initiative’s goal to ensure that the planning developments made in large part by this grant will gain the public support needed to move forward with its infrastructure improvements. Future capital improvements will take place through local bonds, as well as with federal dollars from agencies like the U.S. Economic Development Agency and Department of Transportation. 8. Rationale Multi-Year Funding: N/A CULTURAL COMPETENCY Healthy Communities Wyandotte, as a division of the Unified Government, strongly values diversity and cultural competency. This is reflected in the composition of our Steering Committee, which includes leaders from prominent organizations that serve mostly black, Latino, and vulnerable populations, and in the materials we produce, which we translate into English and Spanish. As with any organization, however, there is always room to improve.

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Understanding the importance of being culturally and linguistically competent, the Unified Government Health Department has a strong history of providing vital and continuous leadership for diversity issues in the Wyandotte County community. In addition to recruiting and hiring an ethnically diverse staff (current composition of the staff is 21% African American, 17% Latino and 56% Caucasian), WYCO strives to partner with a variety of community-based agencies that represent the Latino, Black and Asian populations. This project’s success will largely depend on our ability to bridge Kansas City’s historical legacies of deprivation and discrimination by promoting a fully inclusive process. We have included important organizations working to empower communities of color in Wyandotte County, including the Latino Health for All Coalition, LISC, and the Historic-Northeast Midtown Association. We will ensure the communities that live adjacent to the levees are the ones who will lead the effort to plan and build the river trails. Finally, the community health improvement plan that guides our coalition was developed with representation from organizations from across Wyandotte County, geographically and ethnically. Our community is bound together in an attempt to implement that plan.

Wyandotte County Levee Trails Initiative Program Logic Model

Inputs Activities Outputs Initial Outcomes

Intermediate Outcomes

Long-Term Outcomes

Wesley McKain, Program Coordinator Steering Committee lead by Healthy Communities Wyandotte and staffed by representatives from BikeWalkKC, the Mid-America Regional Council, K-State Research and Extension, Friends of the Kaw, representatives from the two levee districts, regional partners, as well as community members.

Host 6 meetings between the Wyandotte River Trails Steering Committee, county engineers and the board members and drainage engineers to discuss the planning process. Schedule a two-day trip to St. Louis with the six drainage board members and drainage engineers, county engineers and the Director of BikeWalkKC. Work with County engineers to examine the current urban design/ neighborhood plans, and environmental data.

Memorandum of Understanding between levee districts and Unified Government to open pilot trail sections by December 2014 Develop a report of the lessons learned from the implementation of successful projects by St. Louis by October 2014. An assessment report that details the conflicts and unmet needs or goals will be developed by April 2015.

There will be an increase in community education regarding the importance of physical activity and the prevention of obesity and chronic health conditions. Amend current urban design plans to reflect the proposed trails around the levees. A broad base of stakeholders is organized around the river trail issue.

The voters in the levee drainage districts and the community at-large will have a greater understanding of what is needed to implement the policy changes that are needed to open the levees for public recreational purposes. Voters in the drainage districts will successfully urge drainage district boards to open up the area around the levees for public use, thus changing the current usage policies.

Local, regional, and national funding will be leveraged to construct trails along the Kansas and Missouri rivers.

BikeWalkKC Develop community awareness campaign regarding opening up the area around the levees for public use through public service announcements, informational articles and ads in local newspapers; and the use of Facebook and twitter.

Hire or contract with a regional planning coordinator employed by BikeWalkKC will work with community stakeholders to assess the feasibility of this project and engage the levee districts.

Coordinate 10 public community meetings.

80% of the electors of the drainage district boards will become aware of the project. Contract list of trail advocates will grow to 500 by July 2015 A feasibility report for major trail opening will be created by July 2015. A minimum of 15 community members attend each public meeting.

There will be an increase in community education regarding the importance of physical activity and the prevention of obesity and chronic health conditions. Miles of recreational trail increased by opening pilot trail sections on Kaw Valley and Fairfax Levees Voters in the drainage districts will successfully urge drainage district boards to fully open up area around the levees for public use, thus changing the current usage policies.

15 miles of scenic river trail will be built and utilized, increasing the physical activity of residents and improving the health of the community.

Wyandotte County Levee Trails Initiative Outcome Measurement Framework

Outcomes Indicator Data Source Data Collection Method Increase the community’s understanding of and involvement in the policy changes that are needed to open the levees for public recreational purposes.

Voters in the levee districts, as well as the community-at-large is made aware that they have the potential to utilize the land around the levees that is currently restricted and their desire is respected and supported. Voters in the levee districts communicate their desire for a levee trail to the elected bodies.

Evidence from community experience surveys and feedback that community members know about their right to vote on opening up the levees for public use. Letters, phone calls, conversations, and meetings between electors and board members.

Surveys and feedback from community members. Minutes of meetings. List of allies for river trails within drainage district boundaries; records of meetings with drainage district boards.

Expand the knowledge of the health benefits of opening the levees as a walking and biking trail.

Community members will become actively engaged in advocacy around the importance of physical activity and the potential for using the restricted space around the levees.

Attendance at community meetings and feedback from community members/partners.

Surveys and feedback from community members.

A mutual plan for opening up the Fairfax and Kaw Valley levees will be made between the drainage district board members/engineers and the Unified Government.

Evidence of local agreements between the levee districts and the Unified Government to ensure public use around the levees.

Status of draft agreements at months 3, 6, and 9.

Input from the drainage district board members/engineers and the Unified Government.

Outcome: Policy adoption

Local governing body passes and implements a policy change (ordinance or resolution) that will positively influence the use of the Levee for recreational purposes.

Status of policy changes at months 6, 9 and 12.

Input from the drainage district board members/engineers and the Unified Government.

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Health Care Foundation of Greater Kansas City Proposal Narrative Abstract

Organization: Unified Government of Wyandotte County

Healthy Communities Wyandotte, BikeWalkKC and its partners are proposing to launch a public information campaign communicating the benefits of physical activity that would be gained by the construction of river trails along the Fairfax and Kaw Valley levees. While the project’s effects are expected to touch the entire region, the intended audience will be residents who live within 3 miles from the levees and the levee district voters (private land owners and commercial businesses) lying within drainage district boundaries of the Kaw Valley and Fairfax levees. Specifically, electors of the drainage district boards will be expected to urge those boards to open up the levees for public trails, thus changing the current usage policies, and the environmental landscape of the region. It is estimated that as many as 124,595 people live within three (3) miles of the two levees and the proposed trail areas. The proposed walking/biking trails will provide greater access to local amenities, as well as other trails which will enhance the community’s physical activity. The total project cost is $91,802.00 over a 12 month period, of which WYCO respectfully requests $64,500.00 to pay for a regional planning consultant to oversee the direct operations of the Project; light refreshments to serve at community meetings; printed materials to display and distribute to the community; and a small travel budget to take a small team of managers and engineers to visit St. Louis where a similar project was executed successfully.



Staff Request for

Commission Action


On Going gfedc






gfedc

Date:4/2/2014

Contact Name:Joseph Connor




Item Description: Application has been made to the Kansas Health Foundation for a Healthy Living Grant in the amount of $99,594.00. The single goal of the proposal is to assure individuals who access services at the Wyandotte County Health Department receive high quality, evidence-based healthy eating and active living interventions when appropriate in order to decrease the rate of obesity in Wyandotte County.

Action Requested: Approval of application.

gfedc

Amount: $ Source:

Included In Budget gfedcb Grant Funding

Other (explain) gfedc

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Healthy Living WyCoHD: System improvement, process improvement, and partnership development to provide evidence-based support to individuals in need of healthy eating and active living intervention Executive Summary This proposal has one goal: to assure individuals who access services at the Wyandotte County Health Department (HD) receive high-quality, evidence-based healthy eating and active living interventions when appropriate in order to decrease the rate of obesity in Wyandotte County. The health department is requesting $99,594 to meet this goal, and has identified three strategies to accomplish: infrastructure improvement, process improvement, and assurance of evidence-based intervention for individuals with healthy eating and active living needs. Although the activities outlined in this proposal address only the focus areas of healthy eating and active living, the improvements made will also enable the health department to better identify tobacco cessation and prevention needs in the population of individuals that we serve. Data has shown for several years now that individuals who live in Wyandotte County, as a whole, are some of the least healthy in the state. This is reflected once again in the 2014 County Health Rankings. Over the past five years, this understanding helped to energize community leaders to organize, partner, and develop community-based interventions and policy changes to begin to address some of these issues. The health department has taken a leadership role in developing and coordinating Healthy Communities Wyandotte (HCW), which has a mission of mobilizing the community to improve health and well-being in Wyandotte County through increased communication, coordination, and culture change. HCW consists of a countywide coalition which aims to help Wyandotte become the most improved county for health in the state of Kansas through innovative leadership and community participation. A great deal of progress has been made, and the Mayor and other individuals in County leadership positions have also taken an active role by increasing funds for community health projects, organizing a summit to address healthy food access, and hopes to create a “healthy campus” in downtown, Kansas City, Kansas, among other things. The reality is that health issues such as obesity, smoking, and access to healthy foods take time to change and may not be reflected in County Health Rankings for quite some time. This has not decreased the energy of those striving to make improvements. All of these community changes are exciting and the health department has played a large role in inciting this change. In order to keep up with these changes, the health department needs to make sure it is keeping pace with the culture shift. The health department provides high quality care in a variety of service areas, and has proven its capacity to facilitate community change through partnership development and coalition-building. In order to continue to provide high quality clinical care and community-based interventions to the individuals who access its services, the health department must take a look within its own walls and address areas in need of improvement as well.

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Section One: Applicant Capacity and Experience The activities detailed in this proposal are directly related to the department’s mission of monitoring and assessing health status indicators to identify community health problems and promote and encourage healthy lifestyle behaviors. Wyandotte has some of the highest obesity and smoking rates in the state and has consistently been ranked in the lowest five counties in health outcomes and specific health indicators according to the County Health Rankings. The vision of the health department is to lead the way to a healthier community and cleaner environment through community partnerships and the support of the Unified Government. After the initial release of the early County Health Rankings data, then Unified Government Mayor/CEO Joe Reardon added community health improvement as a major initiative and worked with Health Department Director, Joe Connor, to create a special task force to address the issue. The task force established a Steering Committee and five Action Teams (Communications, Education, Environmental Infrastructure, Nutrition/Healthy Food, and Health Services) made up of individuals representing many industry sectors. These dedicated individuals used community health assessment data to develop a community health improvement plan called “Healthy Communities Wyandotte: Recommendations for a Better Future” (HCW). Current Mayor Mark Holland has continued to work with the health department to establish funding to implement the targeted interventions in the HCW plan. Government resources combined with a grant from the Robert Wood Johnson Foundation have empowered the HCW team to make great strides in improvement such as improved bike routes, support of community gardens, among others. The health department secured a grant from the Health Care Foundation of Greater Kansas City to implement the recommendations of the Communications Action team which is working to create and adopt a Complete Streets Resolution for the city, implement Safe Routes to School at area schools, and creation of a Sidewalk and Trails Master Plan. Additionally, the Unified Government board of commissioners established a $500,000 annual grant fund to support healthy eating and active living programs in the community. Supported by the HCW team, Mayor Holland is holding the first “Wyandotte County Mayor’s Food Summit” in May of 2014, which will bring community leaders together to increase access to healthy foods for Wyandotte County citizens. In addition to this, the Mayor has also unveiled plans for a “healthy campus” in downtown Kansas City, Kansas, which hopes to include a community center complete with a gym, grocery store, market, and health care. The Centers for Disease Control and Prevention (CDC) has approved the Kansas City YMCA to offer the evidence-based Diabetes Prevention Program (DPP) beginning in May 2014. The YMCA is actively working with major insurers (Humana, BC/BS, United, etc.) to establish a billing system for the program. The YMCA is also anticipating foundation funding to create a referral network with area safety net clinics and establish a sustainable system so that individuals without insurance have equal access to this important program. For those individuals who have a need or desire to lose weight, but do not meet the DPP eligibility requirements of prediabetes, they recently launched the "Y Weight" program. The YMCA also has a well-established Coaching Connection program based on readiness for change and motivational interviewing, and supports low income community members with a scholarship program for membership.

The health department is committed to improving the system to deliver a high standard of service to its residents. In 2012, the department established three levels of quality improvement (QI)

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teams within the health department: Executive QI Committee, QI committee, and Quality teams. A train-the-trainer session was completed by senior management officials within the health department, who then provided QI training to all health department employees in 2013. Creating this culture of quality in the health department is not an easy task and requires consistent reinforcement of the most important principals. This is true especially for busy clinic staff that focuses most of their attention to patient care. They are the front line to identify QI opportunities and work process inefficiencies on a regular basis and report them to the quality team for further investigation and completion of QI activities.

Complex problems such as obesity and smoking are not easy issues to correct and making change in these areas takes a strong multi-sector approach. As outlined above, many partnerships are forming to foster this type of change in Wyandotte County, and it is the responsibility of the health department to keep up with the changes to ensure the individuals who access its services receive the best care available and are connected with existing resources and those under development. If funded, the activities outlined in this proposal will increase the capacity of the health department to achieve its vision and mission by improving the system infrastructure, improving the system quality, and assuring those individuals who are in need of healthy eating and active living resources are connected to evidence-based interventions. The health department has proven its determination and competence to improving the health of the citizens of Wyandotte County in its coordination of HCW, securing funding and collaborating with the Unified Government and other area community programs and leaders to leverage resources to achieve these goals. It takes time to see changes in measurements such as those used in the County Health Rankings, but it is clear the leadership of Wyandotte County is committed to becoming one of the healthiest counties in Kansas. Qualifications and Experience of Healthy Living WyCoHD Team Joe Connor, Director, has served in the position of director of the Unified Government Public Health Department (UG-PHD) Wyandotte County since June, 1997 and has been employed by Wyandotte County since 1985. Joe is currently on the boards of the Information Network of Kansas, Community Health Council of Wyandotte County, Inc. KU Health Policy and Management, Frontiers Community Partnership for Health and has served the roles of President for the Kansas Association of Counties and the Kansas Association of Local Health Departments. He holds a Bachelor’s Degree in Accounting from Emporia State University and a Master’s Degree in Business Administration from the University of St. Mary, Leavenworth.

Terrie Garrison, RN, BSN is the Clinical Services Program Manager for the (UG-PHD). Her responsibilities include monitoring the Clinical Services division for needed enhancements/ expansions of services, advancement of workforce knowledge, and upgrades of IT and equipment to better serve the needs of the Health Department clientele and the Wyandotte County community population as a whole. To accomplish this she locates and applies for various training and funding opportunities, and oversees the implementation and evaluation of several state and local grants. She currently serves in the role as Board Chairperson for the Bi-State Mother and Child Health Coalition. Terrie received her BSN from Kansas University Medical Center School of Nursing in 1984.

Sue Martin, MS, R.D., L.D.,CBE. Clinical Services Dietitian for 21 years at the (UG-PHD). Her responsibilities include the coordination of nutrition educational services for Clinical Services

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specific to Family Planning and Prenatal. The nutrition education has an emphasis on wellness, physical activity, breastfeeding, Women, Infant and Children -WIC, infant nutrition and prenatal nutrition to patients on an individual and group basis. Gestational Diabetes education is specific to the prenatal clientele. She has provided outreach programs to various community groups. Nutrition wellness newsletters were written for the UG (Cerner) Weight loss Challenge in 2011.

Laurence Franken, PhD, MSPH is the Chief Epidemiologist and Division Head for the Wyandotte County Public Health Department. He is responsible for managing the Epidemiology Group and coordinating the QI program for the health department. Dr. Franken is also responsible for collecting and analyzing county health data and helped develop the 2012 county health assessment. In 2010-2012 he served as Co-Chairman of the Epidemiology Surveillance Isolation and Quarantine Committee for the Kansas City Regional Homeland Security Council. Since 2011, he has served as a faculty member for Cleveland University of Kansas City, Master in Health Promotion graduate program. In 2013, he was appointed to the Kansas Public Health Association Board as the Infectious Disease Chief. Dr. Franken has previously worked as a QI manager with Kansas University Medical Center and Steris Corporation. He has experience as a researcher in the areas of public health and food safety with Kansas State University and Anheuser-Busch Corporation.

Greg Stephenson, BA is the Division Head for Clinical Services at the Unified Government Public Health Department. His responsibilities include the management and coordination of clinical activities among the STD/HIV, Family Planning, Laboratory, Immunization and Child Health programs. Originally trained in anthropology, he received additional training from the U.S. Army Academy of Health Sciences and the Centers for Disease Control to plan, implement, and manage STD and HIV grant programs in public health clinics. Between 1973 and 2011 he was responsible for introducing new programs in gonorrhea and chlamydia screening, integrating HIV activities into STD and Family Planning clinics and the management of syphilis outbreaks.

Ronald Jensen, PhD, is systems administrator at the UG-PHD. Responsibilities include overall coordination of software and hardware implementation and use in the department including Netsmart Insight, KS WebIZ immunization registry, KMAP, KDHE Claris (child care facilities), KDHE KWIC (WIC), and CoCASA immunization analysis. In addition, he provides data and analytic support for grant reporting. Ron received his PhD from Iowa State University in 1977, specializing in demography and research methods. Ron has over 30 years experience in IT at the health department.

Maria Salas has over 20 years of experience in administration, billing, and compliance. Maria holds a Bachelor of Arts in Business Administration degree from Avila University and is currently working towards completing her Master of Healthcare Administration degree at Park University. She also holds an Associate of Applied Science in Accounting degree, an Associate of Science in Pre-Nursing degree, and a Certificate in Medical Transcription, all from Kansas City Kansas Community College.

Jennifer Woodward, MD, MPH is a Preventive Medicine and General Public Health physician. In addition to her clinical responsibilities at the Wyandotte County Health Department, she works as a Senior Analyst at the Kansas Health Institute (KHI). She adds a clinical background combined with experience in quality improvement, coalition building, data analysis, and knowledge of the PHAB accreditation process to the Healthy Living Wyandotte team.

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Section Two: Population and Statement of Need Since 2010, Wyandotte County has ranked in the lowest five for Health Outcomes and Health Factors in the annual County Health Rankings published by the University of Wisconsin Population Institute (Table 1). Health Outcomes rankings are calculated using morbidity and mortality data, and the Health Factors ranking uses specific indicators such as those listed in Table 2. The percentage of obese adults, physically inactive adults, and adult smokers in Wyandotte County is consistently well above the average for Kansas. Table 1: County Health Rankings: Health Outcomes and Health Factors Rankings for Wyandotte County 2010-2014

Year Health Outcomes

Ranking Health Factors

Ranking Number of

Counties Ranked 2010 96 99 99 2011 96 98 98 2012 97 100 100 2013 99 102 102 2014 96 98 98

Source: County Health Rankings Table 2: County Health Rankings: Wyandotte’s obesity, physical activity, and smoking data compared to Kansas

Year

% Obese Adults (WyCo / Kansas

avg)

% Adults Physically Inactive

(WyCo / Kansas avg)

% Adult Smokers (WyCo / Kansas

avg) 2010 31 / 28 − 27 / 19 2011 36 / 29 − 26 / 19 2012 38 / 30 33 / 24 25 / 18 2013 38 / 30 33 / 24 26 / 18

Source: County Health Rankings; WyCo: Wyandotte County; data not available for empty cells Obesity and smoking data for the individuals who access services at the health department is currently limited. Data entry into the EHR for each patient visit is disorganized and the process to export data into a format that can be analyzed is cumbersome. Each individual clinic (Family Planning, Sexually Transmitted Infection, Woman-Infants-Children, Immunizations, Tuberculosis) currently has a different format for its EHR, and therefore enters weight, height, BMI, and/or smoking information into data fields that are consistent only within each clinic. Some clinics only enter height and weight, some enter only the weight classification (underweight, normal, overweight, obese, extreme obesity), and each has a different data point for tobacco use. Because of this there is no easy way to export data to be analyzed. Additionally, only one individual (the systems administrator) has the ability to manipulate the EHR format and to export data. The amount of time required for this systems administrator to export each individual clinic’s data and organize the output into an organized and meaningful

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database that can be analyzed by a biostatistician is not practical. Because of this a great deal of data from every patient visit is entered into the system and never analyzed. If funded, the proposed activities will allow for a standardized process for entering data across clinics, multiple individuals trained to manipulate the EHR when necessary, and a simplified process to export meaningful data. This will allow for greater detail of the population affected by obesity and tobacco use among the individuals who access services at the health department, the ability to establish a true baseline of the issues, and identify specific populations who are disproportionately affected by obesity and smoking. There are two primary sources of data which can be used to provide some approximation of the obesity problem in individuals who access services at the health department. The health department has several mechanisms of outreach into the area high schools, which helps to advertise the family planning and STI services available at the health department and therefore has contributed to an increased number of high school students who access these services. Height and weight data is gathered from approximately 2,500 adolescents per year at the Hip Hop Health Fairs held at Wyandotte public schools since 2010. The percentage of adolescents who are overweight and obese has continued to rise each year (Table 3). Table 3: Weight classification of Wyandotte County high school students 2010-2013

School year

Weight classification 2010-2011

(%) 2011-2012

(%) 2012-2013

(%) Underweight 1.5 1.7 2.2 Normal 53.9 52.6 49.8 Overweight 44.5 45.8 48.0 Obese 25.6 26.1 27.1

Many of the women who visit the family planning and STI clinics also visit the Women-Infants-Children (WIC) clinic when pregnant and then transition back to the family planning and STI clinics after delivery. Due to State and Federal reporting requirements, some data is available from the WIC clinic. In January 2014, of the 458 postpartum women who visited the clinic 55% were classified as at least overweight, 46% had a history of high maternal weight gain, 8% had a history of gestational diabetes, and 9% reported tobacco use.

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Section Three: Proposed Project Plan and Timeline

This proposal has one goal: to assure individuals who access services at the Wyandotte County Health Department (HD) receive high-quality, evidence-based healthy eating and active living intervention when appropriate in order to decrease the rate of obesity in Wyandotte County. The Healthy Living WyCoHD team identified four strategies to accomplish this goal:

1) Health department infrastructure improvement a. Upgrade EHR software and train clinic specific health department staff in basic

programming. This will ensure that more than one individual and individuals with knowledge specific to each clinic are trained to make changes and improve the system in a meaningful way.

b. Ensure the system functions in a way that overweight or obese individuals are identified and tracked for progress toward goals.

c. Upgrade data management hardware and software so that data can be exported in a way for meaningful analysis, identification of high-need populations, and provide data for QI projects.

2) Health department process improvement a. Health department staff will complete a QI refresher course with specific focus

given to healthy eating and active living to reinforce a culture of quality. This will create a culture in which front-line staff has the knowledge needed to identify areas where the system can improve its processes with regard to obesity and nutrition and the QI team can complete a QI project and make improvements.

b. Develop a process for KUMC MPH and medical school students to complete a practicum based on a QI project focused on addressing the obesity and nutrition needs of health department clients. This will contribute to QI system sustainability at the health department and provide students with a meaningful practicum project.

c. Health department clinic staff will complete training in readiness for change screening and motivational interviewing. Recent studies have shown that these two interventions can help identify and triage individuals into the appropriate evidence-based interventions to optimize resource use and to maximize patient, and population benefit.

3) Assure health department clients have the opportunity to benefit from evidence-based healthy eating and active living interventions

a. Develop a process to identify overweight and obese individuals with or without prediabetes, provide brief evidence-based intervention at the health department, and refer to appropriate high-intensity evidence-based community program

b. See Figure 1 on following page. 4) Build Healthy Living WyCoHD program in a sustainable way

a. Develop a process for billing insurance and collecting co-payments for healthy living services rendered at the health department. This will be completed in a way consistent with the health department policy to assure services are accessible to individuals regardless of ability to pay.

b. See 3b above.

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Figure 1: Flowchart of improved care for overweight/obese health department clients

Height, weight, BMI measurements at clinic visit

Normal/underweight Overweight/obese

Brief evidence-based intervention to address

needs at HD

Overweight/obese + diabetes

Diabetes screening

Brief evidence-based intervention to address

needs at HD

Overweight/obese + prediabetes

Overweight/obese without diabetes or prediabetes

Continued motivational interviewing and support at HD visits

Referral to

PCP, YMCA, other

community-based

resources

Readiness for change screening

Ready Not ready Ready

Readiness for change screening

Not ready

YMCA Prediabetes Prevention Program

Referral to YMCA,

community programs, continued

HD support

YMCA Y Weight,

other community programs

Referral to YMCA,

community programs, continued

HD support

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Strategy One: Infrastructure Improvement, additional detail One broad area that the QI committees have focused on is the department’s electronic health record (EHR) and data management system. The majority of the patient data collected at the health department is underutilized. The data is not entered in a standardized manner into the EHR during a patient visit, which makes the export and analysis of the data impractical. Without the ability to calculate a true baseline and assess and identify specific populations that are at risk in relation to obesity and smoking, it is impossible to implement data-driven and evidence-based interventions. If funded, the proposed activities will allow for a standardized process for entering data across clinics, multiple individuals trained to re-format the EHR when necessary, and a simplified process to export meaningful data. This will allow for greater detail of the population affected by obesity and tobacco use among the individuals who access services at the health department, the ability to establish a true baseline of the issues, and identify specific populations who are disproportionately affected by obesity and smoking and may benefit from a targeted evidence-based intervention. An evaluation of the system infrastructure work will be completed and adjustments made as necessary. Strategy Two: Process Improvement, additional detail The health department leadership is determined to create a culture of QI within all levels of health department staff. The department has made great strides toward reaching this goal in creating QI teams and providing training to all health department staff. Changing the culture is not an easy process and requires repetition. The activities outlined in this proposal are focused on two major areas: QI training for health department staff, and then using the knowledge and skills gained to improve on inefficient processes, especially those related to system improvement to assure clients in need of obesity intervention receive evidence-based interventions. First, the Healthy Living WyCoHD team will work with the KUMC MPH and dietician students to develop a process by which students can complete QI projects targeted at improving health department processes. This will increase the capacity of the QI teams at the health department and help the culture of QI to become sustainable. If funded, the health department will contract with a consultant to provide a QI refresher course with a focus on healthy eating and active living process improvement. Second, the processes will be improved to identify individuals with healthy eating and active living needs, provide brief intervention at the health department, and refer health department clients to more intensive intervention. Recent studies have shown that individuals who are further along on the readiness for change scale are more likely to complete the CDC’s DPP program and achieve desired results. Motivational interviewing techniques have been shown to help individuals become more ready to make changes. It will be important for clinic staff to be competent in these skills in order to maximize resources and the potential for health department client’s success. Relevant clinic staff will complete training in readiness for change and

10

motivational interviewing. This will be facilitated by YMCA staff. Clinic staff will use the knowledge and skills gained in the QI training to identify areas for improvement in current operations to meet this goal. The QI teams that already exist at the health department will work with the KUMC students to complete PDSA (Plan-Do-Study-Act) cycles and address issues. An evaluation of the process improvement project will be completed and adjustments made as necessary. Strategy 3: Assurance of High-quality Patient Care, additional detail The United State Preventive Services Task Force (USPSTF) recommends screening all adults for obesity. Clinicians should offer or refer patients with a BMI of 30kg/m2 or higher to intensive, multicomponent behavioral interventions (B recommendation). Currently health department patients are screened for obesity and very brief common sense educational materials are provided. The health department has a nutritionist on staff for individual appointments, but a reliable process to ensure at-risk individuals are referred to make this appointment is not currently in place. Additionally, the health department employs one nutritionist who does not have resources in place to offer intensive multicomponent behavioral interventions. As detailed in section one, the Kansas City YMCA will begin offering the CDC’s evidence-based DPP to individuals who meet eligibility criteria. The YMCA is currently developing contracts with major insurers in the area so that this program can be a covered benefit. The YMCA’s five-year goal is to create a sustainable program by which reimbursement from health insurance plans and employers who offer the program to employees can sustain the program’s ability to ensure individuals without insurance have equal access to this important program. The health department will contract with YMCA staff to establish this referral process according to program guidelines. This individual will also develop a referral system for individuals who do not qualify for the DPP program, but would still benefit from an intensive program to achieve weight loss through other programs at the YMCA. The nutritionist and other clinic staff will review and contact other community programs for referral as well. See Figure 1. Goal 4: Program sustainability, additional detail The goal of the entire Healthy Living WyCoHD project will be to create the program in a sustainable way. The system infrastructure will be improved and re-designed so that the health department can be reimbursed by KanCare and recoup patient co-payments as much as possible. The addition of the KUMC students to the QI team on a regular basis will increase the QI team’s capacity to complete QI projects in a timely manner to make system improvements and provide students with a high quality learning experience.

Although the proposed budget includes funds to pilot the HD-YMCA DPP referral process and allow approximately 30 individuals to complete the program, it is the goal of the YMCA to create a system for the program that is sustainable and accessible to individuals regardless of insurance status. Additionally, the health department and HCW have developed a program to enroll as many individuals into a health care plan, which will then open access to the program once contracts with insurers are in place.

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Quarterly timeline of major Healthy Living WyCoHD grant activities 2014 2015 2016 Proposed activity Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Review Insight needs assessment, determine which additional modules are necessary to achieve goals

Purchase additional Insight modules Insight staff provides Wyandotte HD systems administrator and clinic-specific leadership training on Insight optimization

Clinic specific staff to redesign Insight EHR best for data entry and export

Export/analyze data to determine true baseline of obesity and smoking in HD clients; monitor rates and specific indicators on a monthly basis

Assess and address data sharing needs to evidence-based community programs (YMCA DPP eligibility, etc.)

Identify billing codes, update documents and system, establish process for billing KanCare for nutritional counseling, bill for nutritional intervention visits and lab tests

Hire consultant for QI training, schedule training, hold training event, evaluate training event

Hire YMCA staff to provide readiness for change/motivational interviewing training for clinic staff

Establish process for KUMC students to complete QI project for capstone, students complete projects and report results to HD

HD nutrition staff/dietician student design/implement brief evidence-based intervention for clients; update list of community evidence-based programs on a regular basis

Hire YMCA staff to establish referral process for eligible HD clients to be referred to YMCA programs

Pilot HD-YMCA referral process Refer eligible patients to YMCA program and other evidence-based community programs

Evaluate system improvements; adjust Evaluate process improvements; adjust Evaluate referral system; adjust

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Section Four: Proposed Project Objectives

1. By the end of Q1/2015, the systems administrator, two individuals from each clinic,

and other appropriate staff (approximately 18 individuals) will be cross-trained in basic EHR manipulation and programming and have the ability to export meaningful data in the proper format for analysis.

2. By the end of Q1/2015, each individual clinic (5) will report monthly obesity and smoking data to biostatistician for analysis and report to Healthy Living WyCo HD leadership team.

3. By the end of Q4/2014, 90% of health department staff will complete a QI refresher course (approximately 100 individuals).

4. By the end of Q1/2015, 100% of relevant nursing staff will complete training in readiness for change screening and motivational interviewing (approximately 20 individuals).

5. By the end of Q2/2014, 90% of family planning clinic patients who are overweight or obese will be screened for prediabetes, screened for readiness for change, and receive a brief nutritional education intervention at the health department.

6. By Q2/2016, 20 family planning or STI clinic patients who are overweight or obese and meet prediabetes and readiness for change screening criteria will be referred to YMCA Diabetes Prevention Program.

7. By Q2/2016, 90% of family planning clinic patients who are overweight or obese, and do not meet prediabetes and/or readiness for change screening criteria will receive information and/or be referred to YMCA for additional programs or other evidence-based community program.

13

Section Five: Summary of Evidence for Proposed Strategies Strategy one: Infrastructure improvement The first strategy is aimed at improving the health department’s EHR and data management systems to position itself to provide targeted evidence-based interventions to individuals in need of healthy eating and active living intervention.

Strategy two: Process improvement Quality improvement has quickly become a buzz word in public health. It is well established in the literature that using quality improvement processes, such as Plan-Do-Study-Act, can help health departments develop activities in response to community needs in order to improve a healthier population (R. Bialek 2010, Dilley 2012)

The health department has taken steps to create a culture of QI within all health department staff. QI team supervisors attended a train-the-trainer event and subsequently provided QI training sessions to all health department staff. If funded, the health department will provide health department staff with a QI refresher course so that staff can identify processes related to patient obesity and nutrition to target for continuous and measurable improvement. Strategy three: Evidence-based healthy eating and active living interventions The USPSTF recommends screening all adults for obesity and further recommends referring patients with a BMI of 30kg/m2. The task force found that the most effective interventions were comprehensive and of high intensity (12-26 sessions/year). The CDC supported the National Institute of Health (NIH) to investigate whether food and exercise, or metformin (an oral diabetes drug treatment) could prevent or delay the onset of type two diabetes in individuals with prediabetes. The study found that an intensive lifestyle intervention focused on nutrition and exercise reduced the risk that an individual would develop diabetes by 58% and the metformin intervention reduced risk by 31% (Diabetes Prevention Program Research Group 2002, 2009).

The CDC has approved the YMCA of Greater Kansas City to be a designated provider of the DPP beginning in May 2014. The program consists of 16 one-hour, weekly sessions, followed by monthly sessions. Curriculum focuses on healthy eating, increased physical activity, stress reduction, and problem solving. The goal of the program is to lose 7% of body weight and increase physical activity to 150 minutes per week (YMCA of the USA 2014).

The Kansas City YMCA has also developed a weekly program called Y Weight which is based upon the DPP curriculum, but less focused on diabetes prevention and more focused on achieving weight loss through the same permanent healthy lifestyle changes. The Kansas City YMCA is actively gathering data and evaluating the program for effectiveness. The YMCA also has a wellness program called Coaching Connection which provides members with a 30 minute session weekly with a Healthy Living Coach. The sessions are grounded in readiness for change and motivational interviewing and are aimed at increasing the participant’s interest and readiness for Y Weight, DPP, or a healthier lifestyle in general (YMCA of Greater Kansas City 2011). YMCA staff has recommended health department staff receive training in these two important skills (motivational interviewing, readiness for change screening) to maximize the chances that the individuals who are referred to the YMCA programs will consistently attend class and

14

achieve a healthier lifestyle and weight loss. This is due to a growing body of literature supporting these screening and interviewing techniques in relation to diabetes prevention and healthy lifestyle programs (Helitzer 2007,)

Currently, the health department does not have the resources to provide a high intensity intervention such as this but in development of this proposal has taken initial steps to partner with the YMCA to pilot a referral process for health department patients, regardless of insurance status, to the DPP and Y Weight programs. The YMCA is anticipating grant funds to further develop a system in which individuals without health insurance have equal access to the program due to support from third-party billing and employee wellness programs. If funded, these grant funds will align well with this and help the YMCA accomplish this very important goal, while ensuring health department clients have access to this evidence-based intervention.

Additionally, as part of the Healthy Living WyCoHD program, the nutritionist and dietician intern will review other available evidence-based community resources on a regular basis to ensure clients have the opportunity to access the most appropriate resource. A brief evidence-based nutrition intervention is partially developed at this time, but will be completed and implemented by the nutritionist and dietician intern.

Strategy four: Healthy Living WyCoHD program sustainability It is an unfortunate fact that local public health departments have experienced decreased funding for many years, but still must function to meet the needs of the community it serves. The healthcare landscape is changing with the Affordable Care Act, and in order to continue to serve the community, local health departments must adapt. The National Association of County and City Officials (NACCHO) recently released an issue brief outlining strategies for billing for certain preventive and clinical services in order to sustain health department activities and assure access to patients regardless of insurance status. The brief outlines some strategies to overcome these challenges and the toolkit provides guidance for establishing a process to bill for certain clinical services (NACCHO 2014). The health department will focus on developing a billing process for the brief nutrition counseling and intervention offered all individuals in need of healthy eating and active living intervention.

References

Riley WJ, Moran JW, Corso LC, et al. Defining quality improvement in public health. J Public Health Manag Pract. 2010 Jan-Feb;16(1):5-7. Dilley JA, Bekemeier B, Harris JR. Quality improvement interventions in public health systems: a systematic review. Am J Prev Med. 2012 May;42(5 Suppl 1):S58-71 Diabetes Prevention Program Research Group. Reduction in the Incidence of Type 2 Diabetes with Lifestyle Intervention or Metformin. N Engl J Med 2002; 346:393-403. Diabetes Prevention Program Research Group. 10-year follow-up of diabetes incidence and weight loss in the Diabetes Prevention Program Outcomes Study. Lancet. 2009 Nov 14;374(9702):1677-86.

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YMCA of the USA. 2014. YMCA’s Diabetes Prevention Program: About the Program. Retrieved 3/19/2014 from: http://www.ymca.net/diabetes-prevention/about.html. YMCA of Greater Kansas City. 2011. Wellness Programs: Y Weight. Retrieved 3/19/2014 from: http://www.kansascityymca.org/programs/wellness-programs/y-weight. YMCA of Greater Kansas City. 2011. Wellness Programs: Coaching Connection. Retrieved 3/19/2014 from: http://www.kansascityymca.org/programs/wellness-programs/coaching-connection. Helitzer DL, Peterson AB, Sanders M, Thompson J. Relationship of stages of change to attendance in a diabetes prevention program. Am J Health Promot. 2007 Jul-Aug;21(6):517-20. Delahanty LM, Conroy MB, Nathan DM; Diabetes Prevention Program Research Group. Psychological predictors of physical activity in the diabetes prevention program. J Am Diet Assoc. 2006 May;106(5):698-705. National Association of County and City Health Officials. Community Health: Billing for Clinical Services and Billing Toolkit. Retrieved 3/22/2014 from: http://www.naccho.org/topics/HPDP/billing/.

Existing and New Personnel: In-Kind

This project does not require additional personnel. The activities in the grant will improve existing workflow processes and increase the capacity of existing clinical staff to provide nutrition-related motivational interviewing as part of their regular duties. Sharing the workload of nutrition counseling will allow the dietician to take on the leadership role of Healthy Living WyCoHD Project Coordinator and work with the dietician intern to finalize the brief evidence-based nutrition intervention offered at the health department. Her work will be supported by the Project Consultant.

Consultants: $55,940

• Quality Improvement (QI) Consultant: $2,500 - To provide QI training on a contractual basis to include 4 hours of introductory meetings and training preparation and 8 hours of training divided into 2 half day sessions.

• YMCA Consultant: $1,440 - To provide training on the evidence based Readiness for Change and Motivational Interviewing techniques for a total of 12 hours which includes preparation and training. An additional 12 hours will be used to set up the referral process between the Health Department and the various YMCA locations.

• Netsmart Software Consultant: $9,000 - To provide 48 hours of technical assistance and training to the Health Department’s System Administrator and select health department staff.

• Project Consultant: $43,000 – To provide overall consultation in the planning, implementing and evaluating of the project.

Travel: $5,050

Plans are to share the processes, outcomes and lessons learned from integrating healthy eating and active living into routine clinical client encounters, one of the ways of sharing this information is to attend and present this information at the Kansas Public Health Associations (KPHA) annual meeting. These travel expenses represent the cost of registration, lodging, mileage and meals for 6 employees and/or students to attend /present at the above meeting.

Supplies: $24,030

• YMCA DPP pilot: The cost of 20 prediabetic pilot clients to attend the CDC evidence based Diabetes Prevention Program (DPP);

• YMCA Y-weight: The cost for 10 clients that do not meet the eligibility requirement of prediabetes needed for the DPP program but are ready and motivated to eat healthier and live more active lives to attend the weekly YMCA Y-weight program;

• Hemoglobin-A1C: To perform hemoglobin -A1C blood tests on program clients to determine diabetic, prediabetic, or non diabetic status for inclusion into appropriate intervention;

• EHR upgrade: The Health Department intends to incur the purchase cost of the EHR module enhancement. The grant funds will allow the department to purchase an additional server to support the enhancement and/or the first year license and maintenance cost of the EHR module upgrade.

Printing: $1,000

• Poster boards and/or other materials needed to create posters or other visual aids for the KPHA conference presentation;

• Workbooks, handouts and other training materials necessary for the various trainings;

• Questionnaires and assessment forms to be used with clients;

Meetings: $4,520

• Meeting space for all meetings and trainings will be provided at and by the health department at no cost to the program;

• Provision of food at $10.00 per meal per person for the following meetings and number of people:

o Monthly Healthy Living Wyandotte team meetings 8 people for 24 months; o QI training 2 meetings for 100 people each; o Netsmart software training 2 meetings for 18 people at each meeting; o Readiness for Change and Motivational Interviewing training 3 meetings for 20 people

at each meeting.

Indirect: $9,054

This is 10% of the grant request subtotal and allowed by the RFA to offset the cost of program operational expenses of telephone charges, utilities, postage, and other such costs.



Staff Request for

Commission Action


On Going gfedc






gfedc

Date:4/8/2014

Contact Name:Joe Connor




Item Description: The Public Health Department has applied for a grant in the amount of $24,100.00 to the Kansas Health Foundation for the 2014-15 Enroll Wyandotte Project. Enroll Wyandotte is a volunteer outreach and enrollment assistance campaign aimed at educating and enrolling Wyandotte County citizens into the Health Insurance Marketplace created by the Affordable Care Act.

Action Requested: Approval of application

gfedc

Amount: $ Source:


Other (explain) gfedcb Grant funded.

File Attachment File Attachment File Attachment



Staff Request for

Commission Action


On Going gfedc






gfedc

Date:4/2/2014

Contact Name:Joseph Connor




Item Description: The Public Health Department has applied for a grant in the amount of $21,750.00 to the Sunflower Foundation for a Document Imaging program. This would allow the Health Department to replace outdated client data storage and retrieval system to include document interface with the current electronic health record system.

Action Requested: Approval of application

gfedc

Amount: $ 2,175.00Source: Health Levy


Other (explain) gfedcb Grant funded.

File Attachment

Project Title: Document Imaging

NameTitleTelephoneEmail [email protected]

Note: Round all entries to nearest dollarRevenueSunflower Foundation $21,750 $21,750Cash Match (at least 10% of line above) From Other Grant Funding (if applicable) $ From Applicant Organization $2,175 $2,175Other $ $

$ $Total Revenue $21,750 $2,175 $23,925

ExpensesPersonnel (salaries) - Existing (see Note #2 below) $ $ $

Consultation Fees $ $ $

Applicant Organization

Budget Form - BUILDING CAPACITY/GROWING IMPACT - RFP 14-105

Unified Government Public Health Dep

Budget prepared by:

Time period covered by this budget: From___June 1, 2014___ To ___December 31,

John WernerFiscal Officer 913-573-6730

Other Funding (Public/Private)

Total (Revenue/Expenses)

Sunflower Foundation*

Applicant Organization:

Training $ $ $

Materials/Supplies $ $ $

Technology (hardware and/or software) $21,750 $ $2,175 $23,925

Travel (including for training) $ $ $

Other $ $ $

$ $

$ $

$ $$21,750 $2,175 $23,925

NOTES: January 20141) Budget amounts entered in the online application must match this budget. *Sunflower Foundation funds can only be used in highlighted categories.2) Considered only on a case-by-case basis; please contact the foundation before submitting a request for any personnel expenses.

4) This form is in Microsoft Excel format; the columns are formulated to calculate totals.

1200 SW Executive Drive, Suite 100, Topeka, KS 66615-3850 - 785.232.3000 - toll free 866.232.3020 - fax 785.232.3168 - www.sunflowerfoundation.org

Total Expenses

3) Be sure your Budget Narrative clearly explains ALL budget entries on this form; include the required cash match.

Budget Narrative Form BUILDING CAPACITY/GROWING IMPACT

RFP 14-105

Instructions: • This form includes the key budget categories for which Sunflower Foundation grant funds are allowed.

Add other line items as necessary for project expenses that are the responsibility of the applicant. Be sure to specify items funded by the required cash match.

• If a category does not apply and is blank on your Budget Form, write “N/A” in the space provided on this form.

• Describe below all entries on your Budget Form in detail, explaining: o The amounts requested for each line of your budget, including dollars allocated for the required

cash match; include details on the basis and calculations; o How you will secure the required minimum cost share through a cash match of at least 10% of the

amount requested from the Sunflower Foundation; and o For projects involving contractual/consulting services and/or the purchase of technology, the basis

for selecting the chosen bid(s) and, if obtaining multiple bids (three are preferred) was not possible, the reason why (submit copies of the bids with your application).

• Elongate this form as necessary to adequately describe all entries on your Budget Form. _ _ APPLICANT ORGANIZATION: Unified Government Public Health Department Revenue Sunflower Foundation - $21,750 Cash Match (at least 10% of line amount requested from Sunflower Foundation) From other grant funding (if applicable): From applicant organization: $2,175 Other (list any other revenue that will directly contribute to the cost of the project) Expenses Personnel (salaries) - Existing: (considered only on a case-by-case basis; please contact the foundation before submitting a request for any personnel expenses) Consultation Fees: Training: Materials/Supplies: Technology (hardware and/or software): The bid received is from the current software service provider Netsmart for Insight Perceptive POS and Batch Scanning bid. Additional hardware estimate for scanners will meet the match minimum of 10%. Travel (including for training): Other:


Publication Required

Budget Impact: (if applicable)

Staff Request for

Commission Action


On Going gfedc

Type: StandardCommittee: Administration and Human Services

Date of Standing Committee Action:




gfedc

Date:4/8/2014

Contact Name:Hal Walker

Contact Phone:5040


Ref: Department / Division:Commission

Item Description: 5

6

1. Amendments to the sign ordinance to allow and regulate digital billboards has been proposed by Commissioner Walker. The attached document is for discussion and recommendation of the Standing Committee. If approved, the proposed amendments will be submitted for consideration of the Planning Commission pursuant to KSA 12-756. 2. Discussion of a comprehensive review of the Sign Ordinance, the timeline to do so, and budgeting the funds necessary.

Action Requested: For discussion and recommendations.

gfedcb

Publication Date:

Amount: $ Source:


Other (explain) gfedc

File Attachment File Attachment File Attachment

Sec. 27-722. - Definitions and classifications.

The following words, terms, and phrases, when used in this division, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning:

Sign means any outdoor announcement, device, design, figure, trade-mark or logo used for decoration, conveying information, identification, or to advertise or promote any business, product, activity, service or interest placed so as to be seen from outside a building or premises. The definition of "sign" shall include the following:

(1) Changeable message sign means a manually, mechanically or electronically activated sign on which copy is designed to be changed. This includes reader boards, gas price signs, and theater marquees, but is not limited to them. Poster panels and painted boards are not changeable message signs. (2) Detached sign means a single or double-faced sign placed upon or supported by the ground independent of any other structure, including pole or pylon signs and monument signs.

(3) Pole or pylon sign means a detached sign supported by uprights, braces, columns, poles, or other vertical members which are not attached to a building and where the bottom edge of the sign face is located three feet or more above the average finished grade at the base of the sign.

(4) Monument sign means a detached sign whose sign surface is attached to a proportionate base or structural frame, the width of which shall be a minimum of one-half the width of the widest part of the sign face. Said base shall not exceed a height of three feet above the average finished grade. An enclosed or solid sign base shall not be required if the sign face is within two feet of the average finished grade. The materials of the base of a monument sign shall be either masonry, wood, anodized metal, stone or concrete.

(5) Portable sign means any sign designed to be moved easily and not permanently affixed to the ground or to a structure or building.

(6) Projecting sign means a sign supported by and projecting at a 90-degree angle from a building wall.

(7) Roof sign means a sign erected, constructed, or maintained upon or above the roof of a building, or which is wholly dependent upon a building for support and which projects above the cornice or parapet line of a building with a flat roof, or the eave line of a building with a gambrel, gable, or hip roof, or the deck line of a building with a mansard. A mansard having a pitch not exceeding one foot horizontal and three feet vertical is a wall. A mansard having a less vertical slope is a roof.

(8) Wall bulletin means a sign painted on the surface of a building or structure or a painted sign or poster which is attached to but does not project more than 12 inches from such building or structure.

(9) Wall sign or building sign means a sign attached to and erected parallel to the wall of a building or structure in such a manner that the wall becomes the supporting structure for, or forms the background surface of the sign, and which does not project more than 12 inches from such building or structure. Signs on awnings, canopies or marquees shall be considered wall signs.

Formatted: Font: +Body

Deleted: Any electronically activated sign that has copy changed more than twice a day is an electronic message center.

Deleted: ¶

(10) Flashing sign means any sign that is internally or externally illuminated by flashing, flowing, alternating, or blinking lights.

(11) Rotating sign means any sign surface or sign structure or any portion thereof which rotates, moves, or is animated.

(12) Sign structure means the support, upright bracing and framework for any sign.

(13) Sign surface means the entire area within a single continuous rectangular, triangular, or trapezoidal shape which encloses all elements that form the display, including any background which is different from or in contrast with any building wall surface upon which it is mounted.

(14) Signable wall area means a continuous portion of a building facade below the roofline or major architectural feature as viewed by a person approaching the building consisting of a plane surface. A sign may not extend above the sill level of the second story unless the business establishment to which it pertains is located above the first floor.

(Code 1988, § 27-1371; Ord. No. 64690, § 1(27-71.2), 8-30-1984; Ord. No. 65417, § 29, 4-6-1989; Ord. No. 65658, § 4, 9-5-1991; Ord. No. 65814, § 16, 7-8-1993)

Cross reference— Definitions generally, § 1-2.

Sec. 27-723. - Purpose.

The purpose of this division is to recognize the business community's need for effective, individualized identity and public awareness, to guard regulate against and reduce what otherwise might be confusing and objectionable clutter, to promote traffic safety by reducing the visual distraction of motorists to determine placement consistent with traffic safety, to protect property values by enhancing the harmony between residential and commercial uses, and to preserve, protect and promote the public health, safety and general welfare.

(Code 1988, § 27-1372; Ord. No. 64690, § 1(27-71.1), 8-30-1984)

Sec. 27-724. - Sign permits.

(a) Required. No sign shall be erected, installed, or altered until a sign permit has been issued by the unified government. No sign permit is required for maintenance. Maintenance includes all care and minor repair that is necessary to retain maintain a safe, attractive and finished structure, frame pole, brackets or surface and which does not enlarge or materially alter any face or display portion of the sign. Changing the copy on a sign without changing the sign dimensions shall be considered maintenance if the information, product or service depicted remains the same, if the graphic design is not substantially altered, and if the sign will serve the same business establishment after the change as before. All signs hereafter installed shall have permanently affixed thereto a label clearly visible at all times indicating the number of the permit issued therefor.

(b) Requirements for permits.

(1) For all wall signs, a building elevation drawing shall be required scaling both the size and placement of the sign as well as the dimensions of the wall elevation. The content, lettering, colors

Formatted: Font: +Body, 11 pt


and materials of the sign shall be identified.

(2) For all freestanding pole or monument signs, a site plan is required identifying the setback from the property line and the proposed location on the site. The content, dimensions, lettering, colors and materials shall also be identified.

(3) Temporary signs do not require drawings or site plans.

(Code 1988, § 27-1373; Ord. No. 64690, § 1(27-71.6(A)), 8-30-1984; Ord. No. 65814, § 17, 7-8-1993)

Sec. 27-730. - Surface restrictions.

(a) No sign shall flash or rotate, provided, however, that signs identifying time and temperature may be permitted and electronic message centers may be permitted as set out in section 27-737. Manually and mechanically activated changeable message signs shall be allowed, but such signs shall have actual areas doubled in calculating permitted sign area. Only that portion of the sign face that is changeable will be subject to this limitation. In addition, the changeable message portion of pole or monument signs shall not include the entire area of the pole or monument sign. Portable signs shall not be converted directly for use as a pole or monument sign.

(b) Up to 25 percent of the surface of any face of any marquee, canopy, facia, or wall may be backlighted so long as it is ornamental or decorative in purpose and does not employ any logo, trademarks, or patterns exclusive to the company and/or business in question. Similarly, awnings may be backlighted to the extent of one quarter of the wall area to which they are attached. Such backlighted area shall be in addition to signage areas allowed under section 27-612

(Code 1988, § 27-1379; Ord. No. 64690, § 1(27-71.6(D)), 8-30-1984; Ord. No. 65568, § 5, 9-5-1991; Ord. No. 65814, § 23, 7-8-1993; Ord. No. O-65-98, § 2, 7-30-1998)

Sec. 27-737. - Outdoor advertising signs.

(a) Compliance. No outdoor advertising sign shall be erected, installed or structurally altered except in conformance with the requirements of this section.

(b) Definitions. The following words, terms, and phrases, when used in this section, shall have the meanings ascribed to them in this subsection, except where the context clearly indicates a different meaning:

Bulletin means an outdoor advertising sign between 300 and 925 square feet in sign surface.

Digital billboard means an outdoor advertising sign which has a computer controlled board that displays an image through the use of Light Emitting Diode Display (LED) or similar technology.

Electronic message center means a portion of an outdoor advertising sign which utilizes lights to display messages providing public service information. Copy may be changed no more than six times in a one minute period. All copy changes must be instantaneous. Flashing, wiping, panning or other movement from one copy to the next shall be prohibited.

Junior poster panel means an outdoor advertising sign not exceeding 100 square feet in sign surface.

Deleted: 579

Deleted: for an entertainment or recreational facility. Such a facility shall be located within the city and have permanent seating to accommodate at least 5,000 patrons.


Outdoor advertising sign means a sign advertising or directing attention to a name, a business, product, development, or service which is offered, manufactured, or sold at a location other than the zoning lot upon which it is situated, commonly known as billboards or digital billboards.

Poster panel means an outdoor advertising sign between 100 and 300 square feet in sign surface.

(c) District sign requirements. Outdoor advertising signs shall be allowed only in the M-2 and M-3 zoning districts. In addition:

(1) In the M-2 zoning district, only junior poster panels and poster panels shall be allowed, not to exceed 300 square feet in sign surface area.

(2) In the M-3 zoning district, junior poster panels and poster panels shall be allowed. A bulletin whose sign surface does not exceed 925 square feet shall be allowed when adjacent to freeways and expressways as defined by the unified government's major street plan.

(d) Prohibited areas. Regardless of zoning district, outdoor advertising signs shall be prohibited on the following streets:

(1) Grandview Boulevard from 9th Street to Park Drive.

(2) Hoel Parkway from Minnesota Avenue to Washington Boulevard.

(3) Meadowlark Lane from State Avenue to Parallel Parkway.

(4) Parallel Parkway from 3rd Street to the western city limits.

(5) Park Drive from 18th Street to 38th Street.

(6) Parkwood Boulevard from 10th Street to Brown Avenue.

(7) Rainbow Boulevard from Southwest Boulevard to County Line Road.

(8) Washington Boulevard from 3rd Street to Orville Avenue.

(9) Wilson Boulevard from Grandview Boulevard to 23rd Street.

(10) 57th Street from K-32 Highway to State Avenue.

(11) 59th Street from Parallel Parkway to Leavenworth Road.

(12) 77th Street from Parallel Parkway to Leavenworth Road.

(13) 78th Street from K-32 Highway to Parallel Parkway.

(14) 107th Street/110th Street/Hutton Road from I-70 Highway to Wolcott Drive/95th Street/K-5 Highway.

Outdoor advertising signs shall be permitted on Argentine Boulevard, Southwest Boulevard, and Quindaro Boulevard, their boulevard designation notwithstanding.

(e) Sign permits. Prior to the issuance of a permit for an outdoor advertising sign, a development plan for any proposed sign shall be submitted delineating the arrangement of improvements, landscaping

Deleted: and shall include an electronic message center

and screening, including the topographical conditions within 200 feet of the proposed sign location. The plan shall be drawn to a suitable scale and shall include:

(1) Limits of property ownership.

(2) Location of existing outdoor advertising signs within a radius of 1,000 feet.

(3) Outline of all structures within 500 feet of property in accompanied by their address numbers.

(4) Zoning district for the property on which the sign is to be located, as well as the or districts of adjacent properties.

(5) Location of sign on proposed property showing setbacks from all property lines.

(6) Dimensioned elevation drawings delineating sign surface and structure.

(7) Description of size and type of sign.

(8) Relationship of proposed sign to existing and proposed streets and to other public ways.

(9) Any additional information which may be required by the planning commission, including contour lines with intervals of not greater than five feet, which shows the applicant's intention to comply with the provisions of this division.

(10) Area locator map.

(11) Site plan must indicate any flood zones and floodways.

(12) With respect to a digital billboard permit, as a condition of approval, the owner/applicant, shall at his or her sole expense propose no less than an equal amount of sq737uare footage of outdoor advertising signage be removed contemporaneous with the construction of the approved digitial billboard.

(f) Maintenance. In the event that an outdoor advertising sign is abandoned, or is not reasonably maintained for a period of three months, the building official shall proceed against the property owner or sign company of record by appropriate legal remedy to obtain compliance with the requirements hereof. The building official shall not approve subsequent sign permits by the owner of record of any sign that remains in violation of this section.

(g) Surface restrictions.

(1) No portion of an outdoor advertising surface shall be more than 22 35 feet high. Where not located along a freeway or expressway, the vertical dimension shall be no more than 17 feet high.

(2) No sign surface shall be more than 53 feet wide.

(3) No sign surface shall be larger than 925 square feet in area.

(4) Two sign surfaces located one above the other or side by side which have parallel sign surfaces visible from the same position, are located on the same sign structure, and collectively would not exceed the sign surface requirements for subsections (g)(1)—(g)(3) of this section for



height, width, and area of a single sign surface, shall not be prohibited by this requirement.

(5) Digital billboards shall be permitted. The area of the message shall not exceed 20 percent of the overall sign face. The sign copy on a digital billboards may be changed no more than six times in a one minute to one time in a 12-hour period. All copy changes must be instantaneous. Flashing, wiping, panning or other movement from one copy to the next shall be prohibited. A sign face on which copy changes indicate time or temperature only shall not be considered a digital billboard..

(6) Animated, flashing or rotating sign surface and beacons shall be prohibited.

(h) Sign height. No sign structure or surface shall project higher than 40 feet above the average finished grade measured at the base of the sign structure. If a street or highway surface to which the sign is oriented is higher than the average finished grade elevation at the base of the sign structure, the higher street elevation may be used in determining the permitted height. In no case shall the height exceed 80 feet above the average finished grade elevation at the base of the sign structure. There shall be an open space of at least ten feet between the bottom of the sign surface and the finished grade elevation at the base of the sign structure.

(i) Sign setback. No sign shall be closer than 25 feet to any property line. When a sign is located adjacent to residentially zoned property, the sign setback shall be equal to the overall sign height or the most restrictive setback, whichever is greater.

(j) Sign spacing.

(1) No new sign shall be less than 250 feet from any existing outdoor advertising sign surface. When adjacent to a freeway or expressway or class A thoroughfare, the minimum distance shall not be less than 1,000 feet. The required distance shall be measured along the centerline of the frontage street or streets from a point opposite any edge of a sign surface and perpendicular to the street's centerline. For the purpose of this division, frontage street or streets shall include exit and entrance ramps associated with the freeway or expressway or class A thoroughfare system as well as the main traveled roadway. Any sign that is farther than 660 feet from freeway, expressway or class A thoroughfare right-of-way shall not be considered adjacent. Double-faced sign structures having parallel sign surfaces and adjacent sign structures having touching sign surfaces with an angle no greater than 90 degrees between sign surfaces, and not exceeding the sign surface requirements, shall not be prohibited by this requirements.

(2) No sign shall be located within 500 feet of a publicly owned park or publicly owned building.

(3) No sign shall obstruct clear vision of any road or railroad intersection.

(4) No sign shall be erected which obstructs any authorized traffic-control device.

(5) No sign shall be erected which blocks the surrounding view within 500 feet of a residential structure located in a residential zoning district. When determining if a sign would block the view from a residential structure, the planning commission shall consider topographical conditions, sign elevation, sign placement, sign dimensions, sign lighting, and amount of view that would be obstructed.

(k) Roof signs. No new outdoor advertising sign shall be located on or above the roof of any building.

(l) Landscaping. All yard areas not covered by sign structures or paved areas and within 15 feet of the

Deleted: (5) Electronic message centers shall be limited to public service information such as, but not limited to, time, temperature, weather or newsPublic service information not specifically enumerated shall be limited to events directly related to the operation of the entertainment or recreational facility.

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Deleted: Such messages may not flash, rotate, revolve, or be in motion; provided that the message shall not exceed ten items of information within a 15 second time span. Said message may be broken into three display components of five seconds each. An "item of information," for the purposes of this subsections, means any of the following: a syllable of a word; an abbreviation; a number; a symbol; a geometric shape; or a configuration of several geometrical or nongeometrical shapes or shapes of unusual configurations. ¶




Deleted: 6

Deleted: Changeable message signs utilizing electronic or mechanical means

Deleted: Sign

Deleted: changeable message sign

Deleted: ¶

Deleted: 7

Deleted: except as permitted by subsection (g)(5) of this section.

sign shall be landscaped with such landscaping continuously maintained. If the grade at base of the sign is altered, proper drainage for surface water shall be provided by the sign company of record.

(Code 1988, § 27-1390; Ord. No. 64690, § 1(27-71.7), 8-30-1984; Ord. No. 65461, § 1, 8-17-1989; Ord. No. 65567, § 4, 9-20-1990; Ord. No. 65658, § 8, 9-5-1991; Ord. No. 65814, § 26, 7-8-1993) Sec. 27-739. – Special on-site signage

(a)

This section is established in reference to the special signage needs of major community entertainment and recreational attractions. Under section 27-593(a)(7) a special use permit may be approved that supersedes the provisions of this article to the extent designated and may be more and/or less restrictive than the provisions of this article. Such special on-site signage may only be approved for entertainment and/or recreational attractions which have improvements capable of serving at least 1,000 patrons at a time, or entertainment, shopping and/or recreational facilities of regional significance and unique to the community.

(b)

In addition to the factors to be considered for all special use permits, the planning commission and unified government board of commissioners shall consider the purposes set out under section 27-723 as well as the attractiveness, quality, and durability of the proposed signage.

(c)

No such request shall be approved until an overall set of sign standards for all exterior signs within the development in question has been submitted. The size, color, materials structures, styles of letters, appearance of any logo, type of illumination and locations shall be set out in such standards.

(Code 1988, § 27-1398; Ord. No. 65567, § 6, 9-20-1990; Ord. No. 65814, § 27, 7-8-1993)

Deleted: ¶¶


Deleted: 27-579(b)(13)

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