A Strategic Plan is a document that outlines a systematic process for moving toward a vision in a manner that involves the development and prioritization of strategic goals along with measurable strategies and objectives.
The need for a strategic plan was identified by the City Commission as a priority during the hiring process of the City Manager in early 2016. A consultant was brought in to help facilitate the creation of a strategic plan.
The Novak Consulting Group met with staff and elected officials individually and through multiple retreat dates. They also facilitated public input sessions to discuss the framework. Through this process, the Strategic Plan, with seven (7) critical success factors and eight (8) priority initiatives, was developed.
The City Commission adopted the Strategic Plan and priority initiatives on March 7, 2017.
The city regularly uses planning tools like the Comprehensive Plan to guide the city’s growth in housing, transportation and land use. A Strategic Plan, when combined with other planning documents and community feedback, sets a clear path for moving a community forward.
The Strategic Plan drives budget discussions each year and ensure that projects, programs and services are aligned with the Plan’s goals and outcomes. Additionally, a comprehensive set of performance measures have been developed which ensures public funds are being used to meet community goals and priorities.
The seven (7) critical success factors serve as a guidepost for City staff. These are the areas that the City will focus on to achieve the following vision for Lawrence:
The City of Lawrence—supporting an unmistakably vibrant community with innovative, equitable, transparent and responsible local government.
The seven Critical Success Factors are:
Effective Governance and Professional Administration
At the final retreat, the City Commission came up with numerous initiatives, or projects, that they wanted to see implemented over the next two years. After much discussion and a selection process, eight (8) initiatives were chosen.
Inventory and evaluate the role of existing advisory boards and commissions and identify opportunities to consolidate or sunset as appropriate.
Review the city’s processes for ongoing professional development and align efforts to achieve excellence amid the commission’s priorities.
Identify barriers to having high-speed fiber throughout Lawrence and facilitate development of the necessary infrastructure by the private sector.
Review the Ninth Street plans and develop a proposal to complete the road infrastructure and determine ability to add creative and artistic elements.
Develop a city facilities master plan and comprehensive facility maintenance plan.
Develop a plan to implement priority-based budgeting.
Develop and communicate the city’s long-term financial strategy.
Develop a master plan for downtown that includes desirable assets, infrastructure and uses.
These initiatives are projects that the City will focus on over the next few years. This does not mean that the City will cease work on current projects; the initiatives will be in addition to current projects.
The strategic plan is meant to be used as a short-term (2 year) plan with specific initiatives that help move the City towards achieving the vision for Lawrence. The comprehensive plan is a long-range planning tool that identifies the community’s goals for directing future land use decisions.