Administrators Office Performance Measurement Review February 2019 - - PowerPoint PPT Presentation

Performance Measurement Review

February 2019

Administrator’s Office

Performance Measurement Review:

Presentation Overview

Administrator’s Office

• Alignment with Board Priorities
• Key Performance Metrics
• Significant Budget Issues
• Significant Accomplishments
• Key Collaborations
• A Look Ahead

Performance Measurement Review:

Stable Revenues Kent County will have stable and predictable revenues to cover expenses. Efficient Use of Resources Kent County will provide services through the most efficient means. Citizen Participation Kent County will provide opportunities for citizens to be aware of and involved in County government. Proactive and Innovative Government Kent County will seek-out innovative solutions and address issues systemically. High Quality of Life Kent County will maintain a high quality of life that will be attractive to growth and development

Priority Alignment

Administrator’s Office

Mission Statement: To provide policy recommendations to the Board of Commissioners and to efficiently manage and support the effective delivery of County services.

Performance Measurement Review:

Key Goals and Metrics

Administrator’s Office

Goal: Maintain the long-term financial health of the County

Performance Measurement Review:

Key Goals and Metrics

Objective: Results:

2016 2017 2018 2019 Exp. Administrator’s Office

Goal: Maintain the long-term financial health of the County

Annual budget recommendation adheres 100 percent to the parameters established by the Finance and Physical Resources Committee

Budget Recommendation

100% 100% 100% 100%

Performance Measurement Review:

Key Goals and Metrics

Objective: Results:

2016 2017 2018 2019 Exp. Administrator’s Office

Goal: Maintain the long-term financial health of the County

Maintain a minimum credit rating of AAA and Aaa by the various credit rating agencies.

Credit Rating

AAA/Aaa AAA/Aaa AAA/Aaa AAA/Aaa

Performance Measurement Review:

Key Goals and Metrics

Administrator’s Office

Goal: Ensure effective communication between the Board of Commissioners, departments/ agencies, the judiciary, and the public

Performance Measurement Review:

Key Goals and Metrics

Objective: Results:

2016 2017 2018 2019 Exp. Administrator’s Office

Goal: Ensure effective communication between the Board of Commissioners, departments/ agencies, the judiciary, and the public Score a 4.50 or better on the Board of Commissioners Survey

Board of Commissioners Survey

4.83 4.68 4.74 4.60

Performance Measurement Review:

Key Goals and Metrics

Objective: Results:

2016 2017 2018 2019 Exp. Administrator’s Office

Goal: Ensure effective communication between the Board of Commissioners, departments/ agencies, the judiciary, and the public Ensure sufficient information is provided to the Board of Commissioners and Committees so that fewer than three action requests are postponed annually.

Postponed Items

Performance Measurement Review:

Key Goals and Metrics

Objective: Results:

2016 2017 2018 2019 Exp. Administrator’s Office

Goal: Encourage the establishment of strategic, public/private, intergovernmental and interdepartmental partnerships

Establish a minimum of three departmental, intergovernmental or public/private collaborations.

Collaborations

7 3 2 4

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

In Spring of 2018, the Administrator’s Office and the Board of Commissioners initiated work on a Strategic Plan. Public Sector Consultants (PSC) was engaged to support the process and ensure an inclusive and comprehensive engagement process. The last step is to develop the plan and supporting communication materials, which is in process for completion in spring 2019.

COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Legislative Successes: Before the Michigan Legislature adjourned for the 2018 term, several county issues were successfully addressed in the appropriation and standing committee process. Included in the Supplemental Spending Bill was: $3.5M for Lakeshore Regional Entity (LRE) $1M to the John Ball Zoo $5M to the Grand Rapids Convention Authority $5M to the Gerald R. Ford Airport for capital improvement projects $2M to Grand Rapids Whitewater COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Legislative Successes continued: Foster Care Services Payments Senate Bill 1232, sponsored by Sen. MacGregor, was passed to remove the sunset on and change the populations standards on the performance-based funding pilot program in the County. Large Carnivore Act House Bill 5778 passed which allows for the breeding of large carnivores at the John Ball Zoo. COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Credit Rating: The County’s Triple-A credit ratings were affirmed by Moody’s and Standard & Poor’s for the 20th consecutive year. COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Early Childhood Millage: The Ready by Five Early Childhood Proposal passed with 57% voter support, making Kent County the first county in Michigan to have a dedicated source of funding for early childhood services. The six-year millage will generate approximately $5.7 million each year and will provide dedicated funding for community-based early childhood programs that are evidence-based, ensuring children and their families have access to vital services. COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Communication – The Administrator’s Office established the County Journal as a communication tool to keep key stakeholders informed of news and developments related to county government. We also reformatted the Administrator’s Report to improve its effectiveness in providing relevant information to community leaders. We are in the process of updating County webpages and social media pages to provide a consistent appearance with information that is easy to access. COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Data Analytics – The Administrator’s office along with the Equalization and IT Departments took steps to create a cross departmental data analytics team. Goals of the team include enhancing programming and services using a data driven approach with integrated measures in an effort to reach maximum efficiency and improve how data is collected and used to guide decision-making. INNOVATION

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Sale of North Monroe – In July 2018, the County, the City of Grand Rapids and Michigan State University completed a three- way land transaction which was approved by the Board in March 2018. Grand Rapids acquired nearly 3.7 acres of land along the Grand River for use as a future park. Michigan State University acquired land adjacent to its campus or additional research space and the County acquired land for future parking as well as cash for infrastructure improvements. COMMUNITY IMPACT

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Legal Services: Coordinated the County’s legal work using four in-house attorneys and outside counsel (15 different attorneys resident in seven different firms). Final approval of the Indigent Defense plan which coordinates all seven courts and jurisdictions within the County’s boundaries. Provided training on HIPAA, search procedures and the 4th Amendment, FOIA, Open Meetings Act and statutory mandates.

Performance Measurement Review:

Significant Accomplishments

Administrator’s Office

Legal Services cont’d: Assisted in the investigation of PFAS water contamination and response options for multiple departments. Filing of the claim in the Federal Multi-District Litigation concerning the impact of the opioid crisis and the costs incurred by the County. COMMUNITY IMPACT

Performance Measurement Review:

Key Collaborations

Administrator’s Office

911 Dispatch – The Administrator’s Office and Sheriff’s Office worked with the City of Grand Rapids to conduct a thorough review of a singular, consolidated dispatch center and the costs/service enhancements associated with such a

• model. Kent County staff successfully wrote a $500,000 grant

to the State of Michigan to assist with this project that was eventually declined after Grand Rapids decided not to pursue the singular dispatch center.

Performance Measurement Review:

Key Collaborations

Administrator’s Office

Mental Health Services – The Administrator’s Office worked with the Lakeshore Regional Entity (LRE) and Network180 boards to stabilize services through the creation of an Auxiliary Internal Service Fund (ISF). Additionally, staff participated on the Crisis Center Task Force to create a more unified vision for what an integrated crisis center could potentially achieve for the community.

Performance Measurement Review:

Key Collaborations

Administrator’s Office

Kent County Population Health Consortium – Kent County helped establish the Kent County Population Health Consortium, a network of public/private healthcare systems, payers, and community services providers designed to address community health priorities through a multi-sector partnership to positively impact and improve the health of all Kent County

• residents. The County Administrator was asked to serve as co-

chair of the consortium along with business leader Mike Jandernoa.

Performance Measurement Review:

Key Collaborations

Administrator’s Office

Indigent Defense – Several counties, including Kent, Oakland, Allegan, Isabella, Jackson, Van Buren, and Washtenaw with support from the Michigan Association of Counties (MAC) initiated a discussion with the Michigan Indigent Defense Commission (MIDC) regarding a fair and equitable grant

• agreement. Through diligent and cooperative effort, the MIDC

adopted changes to the grant agreement that provide better protections for funding units and recognition of current difficulties in obtaining statistical data for reporting.

Performance Measurement Review:

A Look Ahead

Administrator’s Office

• Oversee implementation of the Early

Childhood Millage

• Execute Strategic Plan when finalized
• Convene Community Engagement

conversations to understand barriers facing the immigrant community seeking County services

• Continue enhancing internal and external

communication efforts