Strategic Plan

A look forward at the City's goals and plans to achieve them

Efficient and Effective Processes: Intentional and consistent delivery of city services.

We focus on process improvement by working collaboratively to understand needs, research, adapt and develop successful solutions. Trust-worthy processes are the foundation for the delivery of city services.

Progress Indicators

The way in which we accomplish the work set out in this plan is as important as the outcomes. This is why our commitments are essential. With the six commitments to how we do our work, the City will ensure we're following through on our strategic plan in the right way and with excellence. The Progress Indicators associated with the Efficient and Effective Processes commitment are listed below.

UI-3: Number of people who have visited or utilized a City park/trail, City recreation facility, City recreation program, Theatre Lawrence, Watkins Museum of History, Lawrence Arts Center, the eXplore Lawrence Tourism Center and/or Lawrence Public Library

Strategies:

  • Strengthen the network linking cultural organizations and events to increase resident awareness and participation in cultural opportunities.

UI-4: Percent of residents who have attended an event in the past year

Strategies:

  • Strengthen the network linking cultural organizations and events to increase resident awareness and participation in cultural opportunities.

SaS-2: Part 1 crimes per 1,000 residents


Strategies:

  • Use community empowerment and education to eliminate, reduce and respond to events, trends and activites that pose the greatest threat to safety and security.
  • Enhance partnerships and programs community-wide to protect and enhance public health, including physical, behavioral and mental health.
  • Enhance our partnerships with community organizations and governmental agencies to 1) reduce instances of sexual and domestic violence incidents and 2) respond to assist victims through their recovery.
  • Train and equip personnel to effectively respond to and investigage incidents related to Part 1 offenses.
  • Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.

SaS-3: Percent of fires contained to their room of origin

Strategies:

  • Use community empowerment and education to eliminate, reduce and respond to events, trends and activites that pose the greatest threat to safety and security.
  • Promote prevention information and provide rapid and skilled emergency response to control the spread of fire.

SaS-4: Percent of cardiac arrest patients with pulsatile rhythms upon arrival to a hospital

Strategies:

  • Use community empowerment and education to eliminate, reduce and repsond to events, trends and activities that pose the greatest threat to safety and security.
  • Provide rapid and skilled emergency response to cardiac arrest events.

SaS-5: Number of responses to a mental health crisis per 1,000 residents


Strategies:

  • Enhance partnerships and programs community-wide to protect and enhance public health, including physical, behavioral and mental health.
  • Provide rapid, skilled and appropriate response to Part 1 offenses, domestic violence and other serious, time-critical incidents.
  • Enhance or establish partnerships and collaboration with existing community organizations, governmental agencies, healthcare providers and schools with a focus on increasing awareness of and access to resources that will impact trends and reduce repeated incidents.
  • Train and equip personnel to skillfully support mental, behavioral, and physical well-being of community members.

PES-3: Target industry employment growth (target industries: creative and professional services; research and biomedical; computers, electronics and information technology; advanced materials and green manufacturing)

Strategies:

  • Provide resources and support for small and medium-sized businesses to grow and expand.
  • Increase and focus resources to generate entrepreneurial and tech-related company growth.
  • Attract private development partners based on community plan objectives and goals.
  • Create new incentives that are targeted at businesses and industries that provide pathways to economic success for the employees, the company and the community.

PES-4: Average calendar days from application to issuance for development permits for commercial development


Strategies:

  • Establish Lawrence as the most business friendly community in the region.
  • Enhance and streamline permitting processes and development codes.

CC-3: Months per year the City is in compliance with minimum water and wastewater discharge standards


Strategies:

  • Enhance the City's performance management system to track accountability, improve transparency and streamline operations.
  • Follow the implementation schedule for infrastructure improvements identified in the City's Integrated Plan to achieve clean water and human health goals while addressing aging infrastructure, climate change and competing priorities for funding.

CC-4: Percent of goals met for reliability of water and wastewater


Strategies:

  • Enhance the City's performance management system to track accountability, improve transparency and streamline operations.
  • Prioritize and enhance timely, accurate, reliable, accessible and transparent information, processes and services to ensure a Connected City.
  • Establish a technology strategy and support connectivity through interdepartmental and external stakeholder collaboration.
  • Institute an asset management framework to achieve the desired level of service expectations for infrastructure and services.
  • Follow the implementation schedule for infrastructure improvements identified in the City's Integrated Plan to achieve clean water and human health goals while addressing aging infrastructure, climate change and competing priorities for funding.

CC-4: Percent of goals met for reliability of stormwater

Strategies:

  • Enhance the City's performance management system to track accountability, improve transparency and streamline operations.
  • Prioritize and enhance timely, accurate, reliable, accessible and transparent information, processes and services to ensure a Connected City.
  • Establish a technology strategy and support connectivity through interdepartmental and external stakeholder collaboration.
  • Institute an asset management framework to achieve the desired level of service expectations for infrastructure and services.
  • Follow the implementation schedule for infrastructure improvements identified in the City's Integrated Plan to achieve clean water and human health goals while addressing aging infrastructure, climate change and competing priorities for funding.

CC-4 Percent of goals met for reliability of the transportation network, transit, and fleet


Strategies:

  • Enhance the City's performance management system to track accountability, improve transparency and streamline operations.
  • Prioritize and enhance timely, accurate, reliable, accessible and transparent information, processes and services to ensure a Connected City.
  • Establish a technology strategy and support connectivity through interdepartmental and external stakeholder collaboration.
  • Institute an asset management framework to achieve the desired level of service expectations for infrastructure and services.
  • Follow the implementation schedule for infrastructure improvements identified in the City's Integrated Plan to achieve clean water and human health goals while addressing aging infrastructure, climate change and competing priorities for funding.

CC-4: Percent of goals met for reliability of information technology systems

Strategies:

  • Enhance the City's performance management system to track accountability, improve transparency and streamline operations.
  • Prioritize and enhance timely, accurate, reliable, accessible and transparent information, processes and services to ensure a Connected City.
  • Establish a technology strategy and support connectivity through interdepartmental and external stakeholder collaboration.
  • Institute an asset management framework to achieve the desired level of service expectations for infrastructure and services.
  • Follow the implementation schedule for infrastructure improvements identified in the City's Integrated Plan to achieve clean water and human health goals while addressing aging infrastructure, climate change and competing priorities for funding.

CW-4: Number of processes that are evaluated and improved every year


Strategies:

  • Develop and implement performance improvement capacity to enhance processes and reduce frustration.