CITY COMMISSION AGENDA ITEM

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Department:

City Manager’s Office

Commission Meeting Date:  March 7, 2017

Staff Contact:

Diane Stoddard, Assistant City Manager

Danielle Buschkoetter, Management Intern

Recommendations/Options/Action Requested:

 

Adopt the City of Lawrence strategic plan and priority initiatives.

 

Executive Summary:

In January 2017 the City Commission commenced work on a strategic plan.  Novak Consulting Group was hired as a consultant to assist with development of a strategic plan.

 

On January 13-14, the City Commission, City Manager and executive staff participated in a two-day strategic planning retreat to establish a draft Framework for the City’s Strategic Plan. 

 

After the January retreat, the City sought Stakeholder Input from the public and city employees. On January 15th two public input meetings were held with 26 participants and an employee input meeting was held with 43 staff representatives.  65 citizens and 12 employees filled out the survey questions on Lawrence Listens. 

 

On February 20th, the City Commission, City Manager and executive staff members participated in a day-long strategic planning retreat and, using the framework comprising the Vision Statement and seven Critical Success Factors that were established at the prior retreat, the City Commissioners identified eight short-term priorities:

 

  1. Inventory and evaluate the role of existing advisory boards and commissions and identify opportunities to consolidate or sunset as appropriate.
  2. Review the city’s processes for ongoing professional development and align efforts to achieve excellence amid the commission’s priorities.
  3. Identify barriers to having high-speed fiber throughout Lawrence and facilitate development of the necessary infrastructure by the private sector.
  4. Review the Ninth Street plans and develop a proposal to complete the road infrastructure and determine ability to add creative and artistic elements.
  5. Develop a city facilities master plan and comprehensive facility maintenance plan.
  6. Develop a plan to implement priority-based budgeting.
  7. Develop and communicate the city’s long-term financial strategy.
  8. Develop a master plan for downtown that includes desirable assets, infrastructure and uses.

 

Next steps include the staff’s development of progress indicators surrounding the success factors and initiatives.  The strategic planning process will wrap up in late March 2017, ahead of the 2018 budget deliberations. It is intended that the strategic plan will cover a two-year time horizon and will be revisited after the November 2017 City Commission election.

 

Staff will provide progress reports on the status of the strategic plan and priority initiatives every four months and inter-relate City Commission agenda items to the strategic plan as appropriate.

 

All the documents and information related to the Strategic Plan can be found here: http://lawrenceks.org/strategic-plan. 

 

 

Strategic Goal Area:

Strategic plan

Fiscal Impact (Amount/Source):

There is no direct fiscal impact to the City as a result of adopting the strategic plan.

Attachments:

Strategic Plan

 

 

 

 

Reviewed By:

(for CMO use only)

☒TM

☐DS

☐CT

☐BM