2020 work plan focuses on new business models, strong partnerships

In December, the MARC Board of Directors approved our 2020 Budget and Work Plan. The budget projects a stable financial outlook for the agency in 2020, ensuring that we can continue to operate effectively within our financial constraints as we help communities in Greater Kansas City address critical needs and priorities.

MARC serves as a conduit for the region to work together toward strategic objectives that advance our shared vision for the future. In this era of significant and rapid changes — demographic, technological, environmental and economic — we must be intentional and entrepreneurial in our work, capitalizing on MARC’s longstanding strengths and seeking out new opportunities. Our work plan for 2020 illustrates our continued focus on new business models, growing capacities, strong partnerships and diversified funding streams.

  • We’re retooling established programs to meet community needs. For example, our new integrated care models are leading to better health outcomes for older adults and cost efficiencies for service providers and payers. And a new Head Start service delivery structure is leading to more data-driven decisions and centralized functions that improve both efficiency and program quality.
  • We’re increasing our technical capacities, introducing and streamlining tools and technologies to make better use of data in long-range transportation planning, environmental protection, economic development, emergency preparedness, public health and public safety.
  • We’re building a culture of leadership and innovation, with a renewed focus on professional development, diversity and inclusion, and improvements to our organizational structure that will empower staff and foster collaborative, cross-departmental innovation.
  • We’re broadening opportunities for engagement, fostering more effective relationships with and among regional partners and community leaders, bringing people and organizations together to advance regional progress. For example, the KC Rising partnership and GradForce KC and Government-to-University (G2U) initiatives provide strong platforms for businesses, educational institutions and local governments to work together.
  • We’re diversifying our funding base, not only to ensure our own financial stability in the face of tightening federal and state budgets, but also to bring new resources to the region. In 2020, we’ll work on an ambitious shared services agenda that helps local governments achieve greater efficiencies and better results