City Council Study Session Agenda and Packet 2019 04 23

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Integration with Existing Plans and Structures The City has numerous plans, documents and processes that set our vision and guide our work. The Strategic Plan was developed within the context of the Comprehensive Plan, budget, departmental strategic plans and other guiding documents. It was designed in such a manner that it may be aligned and even integrated with these plans and processes, as well as with the existing program -based budget structure. This section outlines several opportunities for creating alignment between the Strategic Plan and existing plans and processes within the City. ➢ Existing Plans - This is an organizational Strategic Plan that is intended to guide the work of Louisville City government. It is a stand-alone document, but the language in the plan is reflective of that included in other Citywide plans, many of which involved extensive public process and input. Therefore the City's V,M,V for the organization are consistent with the existing communitywide visions and missions, and community values that have been developed through other plans and processes. ➢ Program goals and sub -program objectives, and Key Performance Indicators - As a part of the City's program based budget, program and sub -program areas have been identified, with goals and objectives for each (respectively). The program and sub -program areas capture all the work that the City does on a day to day basis — reflecting the breadth and depth of work of the City government. To measure the City's progress in achieving the goals and objectives of the programs and sub- programs, the City uses Key Performance Indicators (KPIs). There are 38 KPIs that reflect what is intended to be achieved through sub -program activities. They include workload measures that show the quantity or volume or products, services or efforts involved, as well as efficiency measures that demonstrate the resources used to accomplish an outcome, level of productivity or cost per unit. Lastly, the KPIs include effectiveness measures that indicate how well a program is accomplishing the goals and objectives of the program and sub -program. They often measure the results, accomplishments or quality of the products or services provided by the City. The Priority Initiatives outlined in the Strategic Plan will in many cases impact the associated KPIs, by reflecting how these efforts have driven results. The Strategic Plan framework focuses primarily on how the City will do our work (through the V,M,V and Critical Success Factors), however the Priority Initiatives outline some high-level priority actions that the City will complete in the next two years. These Priority Initiatives are above and beyond what we do on a day to day basis, and reflect 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 completed within 12 — 24 months, and are aligned with the biennial budget timeline, the City's program goals and sub -program objectives, and annual workplans. Table 1 below (Strategic Plan Summary and Alignment with Program Areas) provides an overview of the plan alignment with the program and sub -program areas. 4 31