Strategic Plan

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

Engaged and Empowered Teams: People throughout the organization are trusted, supported, and cared for as we build community.

We invest in and cultivate service to community, individual growth, team development, respect, and trust. Our very best is achieved by a diverse, engaged, collaborative, and innovative organizational culture.

Progress Indicators

The way in which we accomplish the work set out in this plan is an 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 Engaged and Empowered Teams commitment are listed below.

UI-11: Employee Engagement Index for Parks & Recreation

Strategies:

Develop, refine and promote activites related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the oganization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

SWN-10: Employee Engagement Index for Planning & Development Services

Strategies:

Improve the relationship of the Planning & Development Services department and the community at-large.
Develop, refine and promote activites related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

SWN-11: Employee Engagement Index for Solid Waste

Strategies:

Develop, refine and promote activites related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

SaS-11: Employee Engagement Index for Police

Strategies:

Maximize use of civilian capabilities to make deployment of specialized and highly technical personnel more efficient.
Train and equip personnel to effectively respond to and investigate incidents related to Part 1 offenses.
Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.
Develop, refine and promote activites related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the oganization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

SaS-12: Employee Engagement Index for LDCFM

Strategies:

Maximize use of civilian capabilities to make deployment of specialized and highly technical personnel more efficient.
Train and equip personnel to effectively respond to and investigate incidents related to Part 1 offenses.
Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.
Develop, refine and promote activites related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the oganization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

SaS-13: Percent of Law Enforcement Officers meeting or exceeding 80 hours of annual training

Strategies:

Promote prevention information and provide rapid and skilled emergency response to control the spread of fire.
Provide rapid and skilled emergency response to cardiac arrest events.
Provide rapid, skilled and appropriate response to Part 1 offenses, domestic violence and other serious, time-critical incidents.
Train and equip personnel to effectively respond to and support the investigation of incidents involving a child in need of care (CINC) or other incidents falling under the jurisdiction of the Kansas Department for Children and Families.
Train and equip personnel to skillfully support mental, behavioral, and physical well-being of community members.
Train and equip personnel to effectively respond to and investigate incidents related to Part 1 offenses.
Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.

SaS-14: Percent of LDCFM operations staff meeting or exceeding 228 hours of firefighter training

Strategies:

Promote prevention information and provide rapid and skilled emergency response to control the spread of fire.
Provide rapid and skilled emergency response to cardiac arrest events.
Provide rapid, skilled and appropriate response to Part 1 offenses, domestic violence and other serious, time-critical incidents.
Train and equip personnel to skillfully support mental, behavioral, and physical well-being of community members.

CC-10: Employee Engagement Index for Municipal Services & Operations (except Solid Waste)

Strategies:

Develop, refine and promote activities related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

CW-6: Overall Employee Engagement Index

Strategies:

Improve diversity-focused hiring, recruitment, promotion and outreach efforts so that the City workforce reflects the community we serve.
Develop, refine and promote activities related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

CW-7: Employee Engagement Index for internal service departments (City Manager's Office/Information Technology/Finance/City Attorney's Office)

Strategies:

Develop, refine and promote activities related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.

CW-8: Percent of employees who are satisfied with their jobs

Strategies:

Develop, refine and promote activities related to employee career development and succession planning.
Provide safe environments and programs that promote and encourage the physical, mental and emotional wellbeing of City employees.
Compensate and reward employees so they can focus on complex and long-term outcomes that serve our community.
Build trust throughout all levels of the organization by encouraging feedback and creating open, two-way communication.
Recognize our successes through open appreciation.
Create a welcoming environment with space for autonomy, innovation and continuous improvement where all members of the organization can discover their purpose.