Report Finding #46
The Department needs to ensure that the duties of the Information Technology and Records sections are appropriately based on unit function rather than on individual skills. One unit is the technology provider and the other unit is the maintainer/custodian of critical records.
Recommendation #53:
The Records Team needs a manager, who is trained in the provision of police records, internally and externally, within legal requirements, as well as with the management skills to design workload measures, customer service procedures, and to hold the team accountable to support the Department’s services. One place to recruit such a person could be from skilled city, county, or special district clerks who have records as a primary function, supporting elected bodies.
Recommendation #54:
Establish productivity and performance measures for Records personnel to determine appropriate staffing levels.
Recommendation #55:
Establish clear responsibilities for fulfilling data requests, ideally according to function rather than individual competence.
Recommendation #56:
Adhere to a reasonable process for requesting Information Technology resources.
Action: Recommendation #53
The records Unit Manager is appropriately trained and knowledgeable on the provision of police records and continues to work on other relevant processes. Workload assessment for the unit is in progress and will be evaluated in context of meeting the community’s expectations for services levels. Redundant systems for specific processes have been put in place and will continue.
Action: Recommendation #54
The records Unit Manager is appropriately trained and knowledgeable on the provision of police records and continues to work on other relevant processes. Workload assessment for the unit is in progress and will be evaluated in context of meeting the community’s expectations for services levels. Redundant systems for specific processes have been put in place and will continue.
Action: Recommendation #55
The records Unit Manager is appropriately trained and knowledgeable on the provision of police records and continues to work on other relevant processes. Workload assessment for the unit is in progress and will be evaluated in context of meeting the community’s expectations for services levels. Redundant systems for specific processes have been put in place and will continue.
Action: Recommendation #56
The department will continue to utilize the Helpdesk Ticketing system to request Information Technology resources.
Progress: Recommendation #53 - In Progress
This will be an ongoing process.
Progress: Recommendation #54 - In Progress
This will be an ongoing process.
Progress: Recommendation #55 - In Progress
This will be an ongoing process.
Progress: Recommendation #56 - Completed
The appropriate has been identified and is being utilized to request Information Technology resources.
Report Finding #47
The Department’s Spillman records management system is a capable yet cumbersome system with decreasing customer service. This requires a premium to be placed on timely and accurate data entry and retrieval and dedicated data supervision and expertise, which are not strengths of the Department.
Recommendation #58:
Conduct a thorough cost/benefit analysis of acquiring and implementing a new records management system.
Action: Recommendation #58
This analysis was completed involving all internal stakeholders and no affordable replacement system is currently available which would improve efficiencies or process at this time.
Progress: Recommendation #58 - Completed.
This analysis was completed involving all internal stakeholders and no affordable replacement system is currently available which would improve efficiencies or process at this time.
Report Finding #48
The Department does not have an online reporting system.
Recommendation #59:
Access online reporting options to enhance organizational efficiency and provide an alternative service delivery mechanism to Lawrence residents if found to be cost-effective.
Recommendation #61:
Provide the Department with greater control over its website, or as an alternative, permit the development of a new website using a more responsive platform.
Action: Recommendation #59
The department is currently exploring options for online reporting and the resources needed to start that program.
Action: Recommendation #61
Control of department information and services on City websites will be evaluated and discussed.
Progress: Recommendation #59 - Under Review
The working group will be identified.
Progress: Recommendation #61 - In progress
Control of department information and services on City websites will be evaluated and discussed.
Report Finding #49
The Department misunderstands public affairs outreach as comprising all of community engagement, instead of only the mechanical aspects of public affairs outreach. Public affairs outreach is but one of many strategies and methods for all Departmental services to engage and build relationships with the community.
Recommendation #60:
The Department, as part of a new strategic plan, must have a strategy, goals, and objectives for public affairs, and as needed, a formal Public Information Officer response.
Action: Recommendation #60
The department now has a Police Communications Director who will work with City staff to create a department strategic communications plan.
Progress: Recommendation #60 - In Progress
The Communications Director is developing a strategic communications plan.
Lawrence Strategic Plan Progress Indicators
- 1.SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied
- 2.SaS-10: Expenditure per 1,000 residents for Police and Fire/Emergency Medical Services
- 3.SaS-1: Percent of residents who perceive Lawrence as safe or very safe