Parks and Recreation System Master Plan Update (2016) parks_and_recreation_system_master_plan_update_oct | Page 22

Goal 3.1 – Enhance Staff Competency and Capacity
Achieve and retain 90% staffing levels (filled) at all times, with no vacancy existing beyond 6
month timeframe, to support service demand and operational expectations; develop a
workforce with competencies, per established work plans, that surpass the professional
standards of the Park and Recreation industry.
I NTENDED R ESULT : Department is staffed at or above 90% with trained and/or certified
personnel that are capable of delivering the portfolio of programs and services offered
by the department.
Goal 3.2 – Manage and Improve Technology
Capitalize on existing IT resources and identify 2 to 3 new, improved, or expanded
technology possibilities annually that will optimize productivity and enhance the internal
and external customer experience.
I NTENDED R ESULT : Improved technology resources are available for client use and meet
client expectations; and are deployed such that they support and enhance daily
operational activities.
Goal 3.3 – Improve Internal Processes
Utilizing best practices, implement at least one process improvement in each division
annually in order to establish a culture of safety, responsiveness, and efficiency in the
execution of core duties.
I NTENDED R ESULT : Critical processes and daily procedures are structured to maintain
facilities and amenities to accepted standards; increase revenue, customer service and
productivity; ensure a culture of safety; and improve the departments’ competitive
advantage.
Objective 4 – Fiscal Integrity and Fiduciary Duty
Implement financial policies and practices that enable staff to responsibly improve revenue
streams, adhere to cost recovery procedures, and execute appropriate oversight in business
transactions, service delivery, and the care, acquisition and disposition of assets.
S TRATEGIC R ESULT :
Staff exhibits accountability in daily care and responsibility of assets and services,
ensuring decisions are based upon consistent and sound financial practices, resulting in
improved revenue for Agency and Community.
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II. LOUISVILLE METRO PARKS AND RECREATION DEPARTMENT VISION, MISSION, TEAM
VALUES AND OBJECTIVES | October 2016 Update