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a. Conduct physical security assessments of all parks. This assessment will provide a <br />means of understanding risks and vulnerabilities, prioritizing needs and solutions, <br />and creating a long-term, sustainable safety and security plan. <br />b. Develop Parks specific emergency preparedness plans and ensure staff receives the <br />required training. <br />c. Communicate and educate personnel on existing procedures through drills, tabletop <br />exercises, and other engagement activities <br />Regulatory Compliance <br />14. Conduct a regular review of legal requirements related to facilities, such as licenses, <br />sanitary regulations, fire laws, and safety measures, and inspections of adherence thereto. <br />15. Continue to work towards ADA compliance. It is our understanding recommendations are <br />in place and the City is working towards compliance. <br />16. See security, emergency preparedness, and continuity of operations recommendations <br />above. <br />Measurement and Analysis <br />17. Develop a consistent performance management process. A high-performance organization <br />will transform data into metrics to help make proactive decisions. Performance metrics <br />are a measure of an organization's activities and performance. It is essential for <br />organizations to identify their strategic plans, translate their strategy into operational <br />targets, and develop a metrics program to measure and manage their performance. <br />Metrics are among the most valuable tools available for prioritizing work and <br />demonstrating value to the overall organization. <br />a. Review current metrics and ensure the key performance indicators (KPIs) are <br />effective for decision -making. The KPIs should be a small number of the most <br />valuable metrics that will help Parks leadership measure the overall effectiveness <br />and efficiency of the delivery of services. Focus Parks KPIs on outcomes, not <br />activities. Strive for Parks KPIs to not include any check -the -box type of metrics. A <br />2020 KPI refinement report for the City identified the average number of metrics <br />reported by peer communities to be sixty-six and at the time, the City had 547 <br />metrics; too many metrics will result in overburdening Parks, rather than creating <br />understanding. The December 2020 KPI list provided to our team included 13 KPIs <br />that seemed directly related to Parks and three KPIs related to maintenance and <br />management of parks. Note, the Annual Work Plan includes a suggested list of KPIs <br />for Parks maintenance. <br />Information Management and the Use of Work Management Technology <br />18. Integrate the use of work management technology, such as the Lucity software currently <br />utilized by the City. Use of technology is an important tool in managing maintenance <br />workflow. A major factor in maintenance workforce efficiency is clearly defining the <br />workflow and the use of technology to guide the organization and staffing of the ground's <br />maintenance function. Although different technologies were in use to guide the <br />maintenance function across the department, it is our understanding that Lucity is an <br />available software application. Lucity, when used to its <br />City of Louisville Parks Department January 16, 2023 <br />Summary of Findings Page 26 <br />