City Council Study Session Agenda and Packet 2019 04 23

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we are as an organization, what we hope to be, and how we do our work. It also outlines some priority efforts we will undertake in the next one to two years to move forward in fulfilling our vision and mission. • Vision — the Vision Statement is aspirational, intended to reflect what we hope Louisville City government will be known for in the future. • Mission — the role and purpose of City government, frequently expressed in statements about "who we are, what we do, and why we do it." • Values — the organizational values guide behavior, whether stated or unstated, and are observed when the workforce is "at its best." • Critical Success Factors — those "things that must go well" in order for the organization to achieve the Vision. • High Priority Initiatives — those projects, programs or efforts that have been identified through the budget process or Capital Improvement Plan (CIP) as areas where the City will increase our investments, service levels, capital infrastructure, or otherwise prioritize the resources available within the City. These initiatives will be accomplished within 12 — 24 months, and are aligned with the biennial budget, the City's program goals and sub -program objectives, and annual workplans. The framework refers to those components of the Strategic Plan, the Vision, Mission, Values and Critical Success Factors that will be in place for years to come. Implementation — Ready, Set, GO! The Implementation Plan includes an outline of action steps and activities that will set our organization on a successful path for implementation. Many of these activities will occur simultaneously throughout the organization and community, and for many of these actions there is no specific timeline set. Together these implementation activities will build a strong foundation from the ground up, and will help provide greater buy -in and utilization of the plan. The four key areas included in the Implementation Plan are: I. Organizational Implementation II. Integration with Existing Plans and Structures III. Communicating the Strategic Plan IV. Updating and Keeping the Strategic Plan Relevant Organizational Implementation — Building an intentional culture in the City of Louisville. Throughout the development of the Strategic Plan, it was evident that the City of Louisville already has a strong workplace culture. Our employees are committed, dedicated, engaged, communicate and collaborate well, and strongly believe in serving our community. Many of the elements of culture that emerged most strongly from within the organization can be found in the V,M,V of the Strategic Plan. The implementation of the Strategic Plan will build an intentional culture within the organization, one that has been co -created by all employees. Several strategies will be applied to support the formalization of our culture, and to steep the organization in the various elements of the Strategic Plan. 2 29