PowerPoint Presentation · 2018. 10. 24. · Title: PowerPoint Presentation
PowerPoint Presentation...Title PowerPoint Presentation Author Banyan, Dr. Margaret Created Date...
Transcript of PowerPoint Presentation...Title PowerPoint Presentation Author Banyan, Dr. Margaret Created Date...
LANE COUNTY 2018-2021 STRATEGIC
PLAN Center for Public Service at Portland
State University
Dr. Margaret Banyan and CPS
Director Phil Keisling
Input & Involvement
■ Focus Groups: Employee and Community
■ Project Kick-Off with Lane County Leadership
■ Board Work Session
■ Employee Survey: 653 opened; 335 complete
responses
■ Community Survey: 792 opened; 303 complete
responses
– Spanish language survey open until 3/1
■ Open House(s): Employee and Community
Vision • Mission
Previous
Vision
Lane County is recognized as the best
county to live, work, and play
Mission
We responsibly manage limited
resources to deliver vital, customer-
focused services with passion,
innovation, and integrity.
Recommended
Vision
Lane County is recognized as the best
county in which to live, work, and play
Mission
We responsibly manage available
resources to deliver vital, community-
centered services with passion, drive,
and focus.
Purpose • Values • Behaviors
Previous
Values
Integrity
Respect
Open and Accountable
Public Engagement
Pursuit of Excellence
Diversity
Stewardship
Empathy
Recommended
Purpose
To improve lives
Values
Integrity
Excellence
Equity and Respect
Core Behaviors
Passion to serve
Drive to connect
Focused on solutions
Strategic Priorities
Key Strategic Initiatives
a) Increase housing options for residents to reduce
the incidence of homelessness and increase
affordability
b) Increase access to prevention and treatment
services and develop programs and policy focused
on behavioral health, community health, and
youth
c) Maintain and enhance public safety funding and
service delivery, focusing on improvements to
services in outlying and rural areas
d) Pursue effective diversion, corrections, probation,
and parole programs and practices to reduce
detainment and incarceration in youth and adults
Key Strategic Initiatives
a. Invest in a resilient, diverse, and sustainable
regional economy
b. Pursue programs and practices that reduce
impacts on and leverage the natural environment to
enhance livability and economic development
c. Enhance equity and access in service delivery
and representation in governance
Key Strategic Initiatives
a. Enhance safe transportation facilities and
operations
b. Maintain existing facilities and identify
efficiencies in capital assets
c. Fund and develop new facilities that support
safety and livability
Key Strategic Initiatives
a. Pursue strategies to enhance fiscal resilience
and operational effectiveness
b. Enhance employee engagement and
resilience
c. Embrace internal and external partnerships to
leverage and extend county goals
Implementation & Measurement
■ Create Alignment
■ Simple Scorecard / snapshot
■ Recommendations
Track outputs
• Program performance
Measure outcomes
• Social and economic
impact
• Organizational health
Actionable
Transparent & Simple
Common Interpretation
Accessible & Credible
Data
Target Metric
Adapted from CDC
Draft Metrics – Under Development Safe, Healthy County
• Proportion of cost burdened low-income households
(household income less-than or equal to 30%
Housing Urban Development Area Median Family
Income)
• Housing inventory of shelters (number of shelters by
type of client served)
• Number of Tier 2 and 3 Primary Care Patient
Centered Medical Homes (PCPCH) (CHIP)
• Public safety response time
• 1st time arrests
• Number of individuals completing diversions
Vibrant Communities
• Percent of families with incomes below the living
wage
• Percent of population within close proximity to
healthy food retail outlets
• Total employment in targeted industry sectors
• Environmental indicator(s)
• Minority and business set aside(s)
• Visitor data
Robust Infrastructure
• Crashes and fatalities by mode
• Age of capital assets
• Deferred facility maintenance
• Percent of space utilization
Our People and Partnerships
• General fund reserves percent
• Financial liquidity
• NES employee survey (2 questions)
• Retention rate
Next Steps
Respond to feedback
Finalize measures
Incorporate additional
survey data
Tentative adoption March
13, 2018
Finalize document and
deliver
QUESTIONS FEEDBACK
RECOMMENDATIONS