2018-2021 STRATEGIC PLAN Center for Public Service at Portland - - PowerPoint PPT Presentation

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 ion Lane County is recognized as the best county to live, work, and play Mission ion We responsibly manage limited resources to deliver vital, customer- focused services with passion, innovation, and integrity.

Recommended

Vision ion Lane County is recognized as the best county in which to live, work, and play Mission ion We responsibly manage available resources to deliver vital, community- centered services with passion, drive, and focus.

Purpose • Values • Behaviors

Previous

Values lues Integrity Respect Open and Accountable Public Engagement Pursuit of Excellence Diversity Stewardship Empathy

Recommended

Purp rpos

• se

To improve lives Values lues Integrity Excellence Equity and Respect Co Core Behavio iors 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

• n 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
• perations
• 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, , Health thy y County ty

• 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

Vibran ant t Communi nities es

• 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 ust Infr frastructure astructure

• Crashes and fatalities by mode
• Age of capital assets
• Deferred facility maintenance
• Percent of space utilization

Our Peopl ple and Pa Partner ershi ships ps

• 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