fy2017-2019 strategic business plan · goal 13: enhance the strategic planning and budget process...

Mecklenburg County, North Carolina

FY2017-2019 STRATEGIC BUSINESS PLAN

STRATEGIC BUSINESS PLAN:

OUR

To be expert, strategic leaders of Mecklenburg County government, serving the community consistent with the direction of the Board of County Commissioners

OUR

To serve the community by providing: 1. Expert advice and support to the Board of County Commissioners 2. Executive oversight and professional management of County services 3. Ethical stewardship of public funds

~ County Manager, Dena R. Diorio

STRATEGIC BUSINESS PLAN: COUNTY MANAGER’S OFFICE

3 Mecklenburg County FY2017-2019 Strategic Business Plan

OUR ENVIRONMENT

Mecklenburg County operates under a council-manager form of government. The Board of County Commissioners sets policy for the County. The County Manager executes those policy decisions and leads the County organization by overseeing the administration of County departments under the Board’s general control. The County Manager also advises the Board on operational and financial matters, services and other issues, and submits an annual operating and capital budget for the Board’s consideration. The County Manager’s Office (CMO) supports the County Manager in the fulfilling of his/her responsibilities by:

• Overseeing the operations of County departments

• Maintaining positive relationships with partner agencies and organizations

• Leading the strategic planning and annual budgeting processes

• Evaluating County services and recommending improvements in operations

• Enhancing citizen involvement in County policy making and other governance

• Providing staff support to the Board of County Commissioners

• Preparing the Board’s public meeting agendas and minutes.

County Management includes: • County Manager – Dena R. Diorio • Deputy County Manager – Chris Peek • Assistant County Manager – Leslie Johnson, PhD • Assistant County Manager – Mark Foster • Assistant County Manager – Anthony Trotman The CMO includes six key divisions: • Attorney’s Office • Business Process Management • Clerk to the Board of County Commissioners

• Enterprise Project Management Office • Manager’s Office (main division) • Office of Management & Budget (includes Budget and

Strategic Planning & Evaluation) The County Manager’s Office has several support staff that support the County Manager and her Executive Team. ECONOMIC AND FISCAL TRENDS

The County has been in strong financial position over the last decade and that is mainly due to sound fiscal policies supported by the CMO. However, over the last few years, the County has determined a stronger need to gauge the future of the County’s revenue. Such economic trends have highlighted the need to understand the increasing expenses and to stabilize revenue funding for the County’s major initiatives. DEMOGRAPHIC & SOCIAL CHANGES

Over the last few years, the CMO has undergone several changes to include new county leadership that initiated several organizational and structural changes within the CMO and throughout the County. Many of these changes are in response to both the internal and external environment. In 2014, for the first time in Mecklenburg County’s history, the population rose to over 1million residents including an increase in the millennial population, aging senior population and a majority/minority community. With an estimated annual growth rate of 2.5-3% in population, the changes in the community will have an effect on the County Manager’s Office, as leaders of a local government that must adapt to such changes in the community. Moreover, such changes will impact the County staffing model that may continue to increase based on the demands for services. The County Manager’s Office is prepared to address such growth on the financial, technology, risk management, and human capital needs in the organization.



OUR GOALS

The County Manager’s Office has sixteen goals across six core divisions: Attorney’s Office Goal 1: Mitigate non-compliance in the organization Goal 2: Leverage the judiciary to enhance coordination between the courts and among the court systems as well as compliance with legal mandates Business Process Management Goal 3: Offer solutions that enable County departments to meet their strategic goals targeting operational efficiencies, service quality and compliance requirements Goal 4: Collaborate with departments to create an operational model that leverages current resource capacity to manage advancing service requirements and demands Clerk to the Board of County Commissioners Goal 5: Ensure the continuity of operations in the Clerk’s Division over the next three years Goal 6: Establish an official records room for Board of County Commissioners (BOCC) approved records Goal 7: Have state of the art technology in the meeting chamber Enterprise Project Management Office Goal 8: Provide project management training and resources to successfully advance each Department’s Strategic Business Plans Goal 9: Provide project management expertise in coordination of major enterprise initiatives Manager’s Office Goal 10: Strengthen crisis management capabilities Goal 11: Maintain economic sustainability Office of Management & Budget (Budget/Strategic Planning & Evaluation) Goal 12: Stabilize, Grow Knowledge and Skill Base of Enterprise Management Analysts Goal 13: Enhance the strategic planning and budget process Goal 14: Promote sound financial management: Improve reporting and monitoring Goal 15: Promote Strategic Planning & Evaluation practices to create a proactive and strategic thinking culture Enterprise Project Management Office/Business Process Management Goal 16: Provide Combined Services and Solutions that Enable County Departments to Meet their Strategic Goals Targeting Resident Facing Services

“Whether it’s

helping a

veteran,

building parks

and greenways,

or providing

community

health services,

we will continue

to put people

first.”

– Dena R. Diorio



Attorney’s Office GOAL 1: Mitigate non-compliance in the organization

Objective 1: To provide information and training for county staff on legal obligations to comply with mandates regarding protected information, county ethic’s policy, privacy and information security responsibility

Strategy A Develop training modules that effectively communicate the requirements for information security compliance and the consequences for failing to do so.

Actions ◊ Work with Human Resource department (HR), Internal Audit (IA) and Internal Technology (IT) and other departments as necessary to effectively create training modules that provide information, establishes expectations and describes potential consequences to county for failure of employee to comply.

Total associated costs: FY2017 – FY2019 $0

Performance Measures

◊ Increased employee knowledge on compliance information

◊ TBD

Comment There are consequences and potentially financial penalties against the county if employees fail to comply with mandated policies when handling protected information



Attorney’s Office

GOAL 2: Leverage the judiciary to enhance coordination between the courts and among the court systems as well as compliance with legal mandates

Objective 1: Engage the courts and court systems to work collaboratively on identifying issues which have a negative impact on permanence for juveniles or which impede proper communication between the courts and court systems.

Strategy A Meet with judges, system stakeholders, guardian ad litem office, service providers, juvenile court and district court representatives to discuss and outline issues noted from each perspective.

Actions ◊ Work together to develop an action plan to address identified impediments, create communication strategy for dual court involved juveniles. Collect data on juvenile case progression to identify weaknesses in the process and how best to address weaknesses in order to address issue of permanence

Total associated costs: FY2017-FY2019 $0


◊ TBD

◊ TBD

Comment The goal of this objective is to ensure there is some coordinated communication between juvenile court and criminal court cases and to look closely at what seems to be the prevailing issue(s) preventing permanence for court involved juveniles



Business Process Management GOAL 3: Offer Solutions that Enable County Departments to Meet their Strategic Goals Targeting Operational Efficiencies, Service Quality and Compliance Requirements

Objective 1: Operationalize the improvement projects that align to the Assessor’s Office Strategic Business Plan performance and operational goals Strategy A Collaborate with the Assessor’s Office on all efforts identified in the Continuous Improvement Program.

Actions ◊ Fiscal Year 2017 • Work with the Quality Coordinator to develop a Quality Control strategy • Collaborate with the Quality Coordinator to review and update Real Estate policies and procedures Fiscal Year 2018 • Refine and update the processes for exemptions • Document the updated appeals process including online module • Update the Board of Equalization and Review process Fiscal Year 2019 • Collaborate with staff to ensure processes are correctly documented and available to all employees • Document the new online appeals process

Total associated costs: FY 2017 - FY 2019 $ 0


◊ Collaborate with Assessor’s Office staff to complete annual reviews and updates of all process diagrams and procedures

◊ Collaborate with Assessor’s Office to guarantee all applicable documentation and process diagrams are accessible to internal staff and residents

Comment ROI: TBD - benefits analysis will be conducted later



Strategy B Continue working with Assessor’s Office to document future design process diagrams.

Actions ◊ Fiscal Year 2017 • Collaborate with staff to develop a process that ensures the exemptions are properly granted or

denied on applicable parcels Fiscal Year 2018 • Meet with all managers to identify and document all service area process diagrams while showing

interactions across departments • Work with Quality Coordinator to create the necessary training manuals for Real Estate staff Fiscal Year 2019 • Collaborate with Quality Coordinator to develop an update cycle for training manuals



◊ Collaborate with Assessor’s Office to guarantee all applicable documentation and process diagrams are accessible to internal staff and residents

◊ Collaborate with the Assessor’s Office staff to complete annual reviews and updates of all process diagrams and procedures


BPM will work closely with the Assessor’s Office staff to ensure all prioritized projects on the continuous improvement plan are implemented according to plan



Business Process Management GOAL 3: Offer Solutions that Enable County Departments to Meet their Strategic Goals Targeting Operational Efficiencies, Service Quality and Compliance Requirements (cont’d)

Objective 2: Operationalize the projects that align to the Human Resources Office Strategic Business Plan performance and operational goals Strategy A Collaborate with Human Resources team to create a talent management strategy that attracts, retains

and develop employees. Actions ◊ Fiscal Year 2017

• Document the current state processes of performance management within selected departments • Complete an assessment of the current state and identify gaps and requirements • Determine impacts and system limitations and/or enhancements Fiscal Year 2018 • Design a uniformed, regular approach to enterprise employee performance management Fiscal Year 2019 • Work with the Human Resources team to design a process for creating a pipeline of qualified

applicants Total associated costs: FY 2017 - FY 2019 $ 0


◊ TBD by completion of assessment

◊ Project Tollgate Metrics




Business Process Management GOAL 3: Offer Solutions that Enable County Departments to Meet their Strategic Goals Targeting Operational Efficiencies, Service Quality and Compliance Requirements (cont’d)

Objective 3: Implement ongoing North Carolina Families Accessing Services Through Technology (NC FAST) future deployment strategies for the Department of Social Services (DSS) Strategy A Collaborate with Department of Social Services (DSS) leadership team to assess current state and future

state requirements; determine impacts and system limitations and/or enhancements

Actions ◊ (See Appendix A)

Fiscal Year 2017 • Deploy State NC FAST solution for Program 3 in scope items: Low Income Energy Assistance

Program (LIEAP), Child Care, and Crisis Intervention Program (CIP)

Fiscal Year 2018 • Deploy State NC FAST solution for Program 4 in scope items: Child Services

Fiscal Year 2019 • Deploy State NC FAST solution for Program 5 in scope items: Aging and Adult Services

Total associated costs: FY 2017 - FY 2019 $0


◊ Collaborate with DSS Leaders to ensure programs are deployed within State requirements

◊ Collaborate with DSS Leaders to execute programs timely based on State’s deployment schedule

Comment ROI: N/A – State mandated technological solution for designated Department of Social Services Programs

BPM will implement the strategies and collaborate with State and DSS county leaders to ensure NC FAST is deployed based on State requirements



Business Process Management GOAL 4: Collaborate with departments to Create an Operational Model that Leverages Current Resource Capacity to Manage Advancing Service Requirements and Demands

Objective 1: Continue work with the Assessor’s Office to improve the quality of assessments

Strategy A Review the field canvassing and assessment processes and procedures.

Actions ◊ Fiscal Years 2017 - 2019 • Conduct a Capacity/Capability study • Work with Quality Coordinator to define process and procedures • Create a control plan to aid in monitoring customer service levels • Monitor the service level metrics identified in the improvement plan



◊ TBD after capacity model is complete



Objective 2: Implement a Continuous Improvement program within the Human Resources operations that will address performance goals and capacity needs Strategy A Collaborate with Human Resources to identify program improvements needed to meet performance

and system improvement goals

Actions ◊ Fiscal Years 2017 - 2019 • Partner with EPMO as needed to propose and implement a new service model. • Implement a control plan that allows Human Resources the ability to sustain the implemented

solution Total associated costs: FY 2017 - FY 2019 $ 0


◊ TBD





Business Process Management GOAL 4: Collaborate with departments to Create an Operational Model that Leverages Current Resource Capacity to Manage Advancing Service Requirements and Demands (cont’d)

Objective 3: Implement a Continuous Improvement programs within DSS operations that address operational and system performance goals based on current and future capacity needs Strategy A Collaborate with DSS-Economic Service Division (ESD) leadership team to identify and incorporate NC

FAST functional and system program improvements as they relate to processing, timeliness, and quality standards

Actions ◊ 2017 – 2019 • Participate in weekly and monthly state status calls to review system performance issues and

mitigating action items o Partner with State NC FAST Program Managers to assess system performance issues o Participant in State workgroup sessions/calls to determine mitigating steps to correct

system performance issues o Work with ESD leadership and staff to develop improvements to mitigating system

performance measures o Enable ESD to incorporate system improvement steps into daily processes

Capacity Assessments

• Determine capacity capabilities based on current service demands • Use predictive modeling to determine future demands and capacity needs • Collaborate with ESD Leaders to determine capacity shortfalls; design mitigating plans

e-Strategy Approach

• Continue to collaborate with ESD to champion an e-Strategy approach to enhance staff and residence experience by reducing office visits and processing errors

• Develop best practice approach for e-Strategies; Collaborate with DSS to incorporate best practices.



◊ Incorporate State NC FAST enhancements timely into ESD county processes

◊ TBD

Comment ROI: N/A – State mandated technological solution for designated Department of Social Services Programs



Clerk’s Office GOAL 5: Ensure Continuity of Operations in the Clerk’s Division Over the Next Three Years

Objective 1: Increase cross-training of Clerk’s Office staff

Strategy A Conduct broad based training sessions on Division Operations and individual follow-up sessions

Actions ◊ Fiscal Year 2016 – 2018

• Schedule broad based training on Division Operations quarterly • Schedule individual training sessions monthly on a rotating basis • Attend training sessions offered by outside vendors and applicable to the Division’s work



◊ TBD

◊ TBD

Comment ROI: Continuity of Operations

Goal: The goal is to leave a well-informed staff in place. The current Clerk and Deputy Clerk combined have 60 years of experience with Mecklenburg County. The institutional knowledge between the two is very relevant to the continuity of operations over the next three years.



Clerk’s Office GOAL 5: Ensure Continuity of Operations in the Clerk’s Division Over the Next Three Years (cont’d)

Objective 2: Assess staffing needs to determine if there is additional capacity or if additional staff resources are needed

Strategy A Collect data and review current responsibilities of the Clerk’s Division

Actions ◊ Fiscal Year 2017 - 2018

• Re-align individual responsibilities where appropriate (FY17 & FY18) • Partner with BPM to review current work processes (FY17) • Hire an additional staff person if deemed necessary (FY18)



◊ TBD

◊ TBD

Comment ROI: Increased efficiencies

The responsibilities and volume of work for the Clerk’s Division has continued to increase over the years, however, the staffing level has not kept up with that increase.



Clerk’s Office GOAL 5: Ensure Continuity of Operations in the Clerk’s Division Over the Next Three Years (cont’d)

Objective 3: Transition Plans for the Clerk to the Board and Deputy Clerk

Strategy A Develop transition plans for the Clerk and Deputy Clerk positions

Actions ◊ Fiscal Year 2017

• Meet with Deputy County Manager/Chief of Staff to discuss transition process • Partner with HR on developing transition plans



◊ TBD

◊ TBD

Comment ROI: Continuity of operations

The goal is to ensure a smooth transition, so that there will not be any gaps in services.



Clerk’s Office GOAL 6: Establish an official records room for the Board of County Commissioners (BOCC) approved records

Objective 1: Have a single and permanent location for housing official County records Strategy A Secure a permanent location that meets the criteria for housing official records, i.e. locked & fireproof


• Research options for possible locations in partnership with Asset and Facilities Management • Review options and decide upon a permanent location

Fiscal Year 2018 - 2019

• Partner with City of Charlotte Building Services and Asset and Facilities Management regarding up-fits and associated cost

Fiscal Year 2019

• Complete needed up-fits • Relocate current records from three different locations to permanent location • Disposal of free standing vaults and cabinets previously used to house official records

Total associated costs: FY 2017 – FY 2019 TBD


◊ TBD

◊ TBD

Comment ROI: Records would be maintained in a safe and secure location as required by law

Having one single location to access records, as oppose to the current three locations, will increase efficiencies and access to records.



Clerk’s Office GOAL 7: Have state of the art technology in the Meeting Chamber

Objective 1: To view meeting agendas on-line using built in monitors Strategy A Replace current monitors


• Meet with City, County, and CMS staff to discuss up-fitting the dais • Identify up-fit needs, structural and technological


• Secure funding for up-fit of the dais (TBD) • Issue a RFQ for up-fit of the dais (TBD) • Authorize and commence up-fit (TBD)


Assets/Facilities Insert assets/facilities needs here TBD


◊ TBD

◊ TBD

Comment ROI: The dais would be equipped with the latest technology and it would provide immediate access to the meeting agenda. Commissioners would no longer have to bring their own IPads or Laptops to the meeting in order to view the agenda electronically



Clerk’s Office GOAL 7: Have state of the art technology in the Meeting Chamber (cont’d)

Objective: 2 Ability to cast votes electronically

Strategy A Update the dais technology to allow votes to be cast electronically and immediately displayed for the public’s view


• Meet with City, County, and CMS staff to discuss up-fitting the dais for electronic voting • Identify up-fit needs, structural and technological


• Secure funding for up-fit of the dais (TBD) • Issue a RFQ for up-fit of the dais (TBD) • Authorize and commence up-fit (TBD)

Total associated costs: FY 2018 - 2019 TBD

Assets/Facilities Insert assets/facilities needs here TBD


◊ TBD

◊ TBD

Comment ROI: Increased efficiency and transparency

Votes cast electronically would be immediately displayed for the Board’s and public’s view



Enterprise Project Management Office GOAL 8: Provide Project Management Training and Resources to Successfully Advance each Department’s Strategic Business Plans

Objective 1: Increase learning resources and training modules available to internal EPMO staff and County Employees Strategy A Ensure the standardization processes across Project Managers related to time, scope and budget


• Schedule meeting with PMI to discuss best practices • Schedule training classes to educate employees on the importance of incorporating best practices • Publish training material

Total associated costs: FY 2017 $0


◊ Established training curriculum and documented attendance

◊ TBD

Comment

Strategy B Develop Roles and Responsibilities Matrix (with ITS on technical aspects of projects)


• Schedule meetings between EPMO and ITS to develop framework • Share the matrix of roles and responsibilities with ITS and associated departments • Incorporate matrix into training curriculum



◊ Roles and Responsibilities defined and approved on each project

◊ TBD

Comment



Strategy C Refine Risk and Issue Management Techniques


• Review current risk and issue management process and determine areas of improvement • Revise techniques to address feedback • Schedule quarterly risk review meetings with EPMO team



◊ Create standardized Risk and Issue management practice and incorporate into all Steering Committee Communications and meetings by end of FY17

◊ TBD

Comment

Strategy D Train Project Management staff on Agile Methodologies


• Schedule training with external consultant • Incorporate agile methodologies • Train on Microsoft Sure Step methodologies



◊ Have 3 Project Managers trained and utilizing Sure Step methodologies by start of FY18

◊ TBD

Comment

Strategy E Create Practical Management Training Module for county employees


• Evaluate effectiveness of the program via survey • Refine training curriculum • Schedule classes with LLD

• Publish training material on EKP and communicate to County employees

Total associated costs: FY 2017 - 2019 $0


◊ TBD

◊ TBD

Comment Project developed in 2016 with LLD, over the next 3 years the program will be refined for increased effectiveness



Enterprise Project Management Office GOAL 9: Provide Project Management Expertise in Coordination of Major Enterprise Initiatives

Objective 1: Successfully Implement Bring Mecklenburg County to You (BMC2U) facility moves (Includes LUESA, MEDIC, Government District, VCW, and HHS Community Resource Center initiatives) Strategy A Partner with various stakeholders in a consultative role for initiatives with regards to providing

recommendations, PM services, and all support activities


• Schedule and hold regular meetings • Develop vertical communication strategy for all stakeholders • Executive vertical communication strategy • Maintain official documentation related to projects (minutes, project plans, contracts, PI

documents, bids, etc.)

Total associated costs: FY 2017 – 2019 $0


◊ TBD

◊ TBD

Comment



Enterprise Project Management Office GOAL 9: Provide Project Management Expertise in Coordination of Major Enterprise Initiatives (cont’d)

Objective 2: Create and manage a County policy for document imaging services throughout the County

Strategy A Partner with various stakeholders in a consultative role for initiatives with regards to providing recommendations, PM services, and all support activities

Actions ◊ Fiscal Year 2017 • Schedule and hold regular meetings • Develop vertical communication strategy for all stakeholders • Executive vertical communication strategy • Maintain official documentation related to projects (minutes, project plans, contracts, PI

documents, bids, etc.)



◊ TBD

◊ TBD

Comment



Manager’s Office GOAL 10: Strengthen Crisis Management Capabilities

Objective 1: Ensure executive leadership has the tools necessary to effectively manage crises

Strategy A Establish written procedures for managing crises within the Manager’s Office

Actions ◊ Fiscal Year 2017 • Research crisis management planning best practices • Develop a comprehensive Crisis Management Plan (CMP)

Fiscal Year 2018 – 2019 • Revise CMP based on current climate, as needed

Total associated costs FY 2017 – 2019 $0


◊ TBD

◊ TBD

Comment ROI:

• Limit improvisation when dealing with major incidents • Limit the undesirable consequences of accidents or events • Reduce the risk of incident escalation • Reduce probability of negative media coverage and public perception • Develop a culture of preparedness in the organization • Better identify obvious and obscure vulnerabilities in the organization • Improve and quicken decision-making during crises

Strategy B Confirm that the Crisis Management Plan addresses the needs of the County

Actions ◊ Fiscal Year 2018 • Test the Crisis Management Plan • Revise CMP based on post-test evaluation

Fiscal Year 2019 • Re-test CMP annually



◊ TBD

◊ TBD

Comment See ROI initial section for benefits



Strategy C Establish a uniform language and approach to crisis management

Actions ◊ Fiscal Year 2017 • Research available training options • Schedule and execute training for executive leadership Fiscal Year 2018 - 2019 • Provide additional training to executive leadership, as needed



◊ TBD

◊ TBD

Comment See ROI initial section for benefits



Manager’s Office GOAL 11: Maintain Economic Sustainability

Objective 1: Proactively manage financial capacity Strategy A Enhance the County’s long-range financial planning capabilities

Actions ◊ Fiscal Year 2017 • Implement the Quantrix modeler software Long Range Financial Planning (LFRP) module • Develop revenue forecasting model with UNC-Charlotte • Develop methodology to rank non-mandated services by priority based on financial capacity


• Review LRFP projections and adjust forecast based on current economic conditions Total associated costs: FY 2017 – 2019 $0


◊ TBD

◊ TBD

Comment ROI:

• Better management and stewardship of public funds • More efficient budgeting process • More resilient government • More informed decision-making



Manager’s Office GOAL 11: Maintain Economic Sustainability (cont’d)

Objective 2: Minimize legislative impact on County services

Strategy B Identify and address proposed changes to County revenue sources and service delivery models

Action ◊ Fiscal Years 2017 - 2019 • Monitor Federal and State legislation • Develop and employ lobby strategies, as needed



◊ TBD

◊ TBD

Comment ROI: Legislation has the potential to impact revenues or how the County delivers services. For example, a change to the method of calculation for sales tax distribution could negatively impact revenues and potentially reduce the amount of available funds to conduct County business. In addition, changes to Federal and State mandated programs has the ability to alter the way the County conducts business and delivers services, particularly when there is Federal and State funding attached. Lobbyists work to ensure that incidents such as sales tax redistribution or changes to service delivery models don’t negatively impact Mecklenburg County.



Office of Management and Budget

GOAL 12: Stabilize, Grow Knowledge and Skill Base of Enterprise Management Analysts (EMA)

Objective 1: Retain institutional knowledge of critical information and activity used for strategic planning and budget

Strategy A Ensure Cross-training of key information from senior EMAs to non-senior EMAs


• Identify what work will likely be needed in the future, and how it will be done • Identify what to transfer from leads to non-leads or from seniors to non-seniors • Structuring work allow for transfer of information • Document critical steps, standards of work, discussions and share with entire OMB team

Fiscal Year 2017 – 2019

• Ensure ongoing work reflects continued transfer of knowledge

Total associated costs: FY 2017 – FY 2019 $0


◊ TBD

◊ TBD

Comment Analyst performance scores may be used to assess the effectiveness of cross-training in addition to the Leadership Team’s assessment of carry over and retention of knowledge to achieve high and consistent performance. Overall, the perception of staff in the Manager’s Office is enhanced.




GOAL 12: Stabilize, Grow Knowledge and Skill Base of Enterprise Management Analysts (EMA) (cont’d)

Objective 2: Increase opportunities to present to the Executive Team members

Strategy B Ensure project team leads have ongoing opportunities to present to the Leadership Team and enhance presentation skills


1. Leading projects 2. Develop presentations 3. Presenting to OMB (peers, lunch-n-learns, LT) 4. Presenting to individual ET members before full ET 5. Check in with analysts on comfort and level of readiness 6. Presenting to ET



◊ % of OMB team members that present to the Executive Team

◊ Increased confidence in presenting to the Executive Team



Office of Management and Budget GOAL 12: Stabilize, Grow Knowledge and Skill Base of Enterprise Management Analysts (EMA) (cont’d)

Objective 3: Enhance competencies and abilities of EMAs and support team members

Strategy A Gauge understanding of where EMAs and support team members are currently in knowledge, skills and abilities and customize approach to enhance skill set

Actions ◊ Fiscal Year 2017 – 2019 • Autonomy to meet with departments (department leadership, analysts, fiscal staff, other key

department members, etc.…) without OMB leadership • Conduct a high-level assessment of comfort, readiness and style of the team members • Continue to encourage meeting with departments without leadership support • Allow for greater discretion within reason/limited risk • Outline expectations with department leadership that they can meet with the analysts without

OMB leadership in attendance • Ensure that a transition of knowledge system exist to support the sharing of information between

the tenured and newer enterprise management analyst • Continue to provide opportunities for the EMAs to lead discussions with the Executive Team and

their portfolio of departments



◊ Increase in % of team members with “exemplary” performance scores

◊ TBD

Comment



Office of Management and Budget GOAL 13: Enhance the Strategic Planning and Budget Process (OMB)

Objective 1: Develop and share a timeline of major strategic planning and budget activity

Strategy A Create a list of key strategic planning and budget activity over an 18-month period


• Identify key milestones and work to be performed • Determine intersections of work between strategic planning and budget (i.e., post-planning and

pre-budget seasons) • Identify projects where shared ownership will add value (i.e., Annual Retreat, reporting, strategic

plans, CSGs, straw-vote) • Collaborate with the upfront planning of major strategic planning and budget initiatives (i.e., revised

SBP plans, evaluating funding decisions



◊ TBD

◊ TBD

Comment




GOAL 13: Enhance the Strategic Planning and Budget Process (cont’d)

Objective 2: Enhance communication with department strategic business planning leads and budget/fiscal staff to ensure understanding of major activities

Strategy A Provide adequate, accurate and timely information to department contacts on concepts linking strategic planning and budget activities


• Identify topics of interest for strategic business planning leads and budget/fiscal staff • Share topics of interest during quarterly meetings with departments • Provide monthly communications on activity occurring in strategic business planning and budget • Consider formal quarterly meetings • Promote best practices, trainings and other opportunities to ensure continued connection between

departments, OMB and external offerings on strategic business planning and budget



◊ Department satisfaction with budget and strategic planning communication practices

◊ TBD

Comment





Objective 3: Enhance communication between Strategic Planning/Budget leadership to discuss major activity

Strategy A Identify frequency of sharing strategic planning, budget and major activity


• Each OMB director identify key information to be shared with one another • During monthly meetings, share activities, initiatives and other information that will help better tie

the strategic planning and budget facets together; share best practices as the practices continue to evolve

• Identify additional areas, as needed, to best align strategic planning and budget • OMB LT members continue to remain abreast of the space between strategic planning and budget

to ensure alignment of strategic planning to budget • Ensure that the designated budget and SP&E EMA’s are coordinating & collaborating efforts for

assignments that overlap



◊ TBD

◊ TBD

Comment





Objective 4: Create partnership with departments to ensure their key budget staff have the competencies to successfully carryout job duties and provide departmental support

Strategy A Identify the needs of staff and develop content and process document to use to enhance competencies


• Partner with the key department staff to identify gaps in knowledge and understanding of budget information

• Request that departments include OMB in interviews to fill vacant management analyst and internal consultant related positions

Fiscal Year 2018

• Develop development document for use with the departments and OMB team • Share document with departments and OMB team • Develop a canned OMB orientation to provide to key department new hires

Fiscal Year 2019

• Assess competencies at the end of department engagement • Refine approach as necessary



◊ Increase in knowledge and information on budget

◊ TBD

Comment ROI: Increase competencies and performance on job duties that support associated work in budget





Objective 5: Create partnership with departments to ensure their key strategic business planning team leads have the competencies to successfully carryout job duties and provide departmental support

Strategy A Identify the needs of staff and develop content and process document to use to enhance competencies


• Partner with the key department staff to identify gaps in knowledge and understanding of strategic business planning information

Fiscal Year 2018

• Develop development document for use with the departments and OMB team • Share document with departments and OMB Fiscal Year 2019

• Assess competencies at the end of department engagement • Refine approach as necessary



◊ Increase in knowledge and information on strategic business planning

◊ TBD

Comment ROI: Increase competencies and performance on job duties that support associated work in strategic business planning



Office of Management and Budget - Budget

GOAL 14: Promote Sound Financial Management: Improve Reporting and Monitoring

Objective 1: Improve the reporting and monitoring of financial information on a quarterly basis to the Executive Team, Departments, public and/or residents of the County

Strategy A Conduct analyses of key financial information to determine trends, drivers and other contextual factors that affect department budgets

Actions ◊ Fiscal Year 2017 – 2019 • Create and establish a year-round monitoring and reporting process for the operating budget

Frequent monitoring of the adopted budget will ensure that County funding is utilized efficiently and assist with promoting sound financial management

• Conduct deep dive analysis on department operating budgets • Conduct a zero based budget exercise on a minimum of (1) department on annual basis • Incorporate financial planning model as part of budget process • Plan and hold a successful annual Board retreat • Incorporate 3-year strategic business plan into annual budget process



◊ TBD

◊ TBD

Comment



Office of Management and Budget – Strategic Planning and Evaluation GOAL 15: Promote Strategic Planning & Evaluation Practices to Create a Proactive and Strategic Thinking Culture

Objective 1: Improve the corporate/department performance management practices throughout the County

Strategy A Create an approach to address opportunities for improvement by enhancing the collecting, monitoring and reporting of performance indicator and measurement data


• Conduct assessment of knowledge, skills and abilities of internal consultants throughout the county • Conduct a survey of the department directors to gauge needs on performance management and

measurement practices • Create a vision and plan for performance management • Develop a comprehensive performance management program that will enhance performance

management practices throughout the County • Identify a performance management platform that will allow for the collecting and reporting of data

real-time • Conduct a pre-assessment of the Malcolm Baldrige Award

Fiscal Year 2018

• Implement the comprehensive performance management program to include the real-time ongoing collecting, tracking and reporting of data

• Collect customer satisfaction data from departments on strategic planning team practices around performance management

• Align practices to the Malcolm Baldrige Award

Fiscal Year 2019

• Continue to refine the performance management program • Apply for the Malcolm Baldrige Award



◊ Department customer satisfaction with end of the year/start of fiscal year performance management practices and the process

◊ Achievement of the Malcolm Baldrige Award for Performance Excellence

Comment Utilize service evaluations as a means to gauge and understand work performed and if the work is effective and efficient throughout the organization. Findings from the evaluations will be used to determine appropriate performance measure targets



Office of Management and Budget – Strategic Planning and Evaluation

GOAL 15: Promote Strategic Planning & Evaluation Practices to Create a Proactive and Strategic Thinking Culture (cont’d)

Objective 2: Improve the strategic planning practices throughout the County

Strategy A Create an approach to address opportunities for improvement


• Debrief on the strategic planning practices conducted from fiscal year 2015 through end of fiscal year 2016

• Refine the strategic planning process for how to modify the department strategic business plans on an annual basis

• Implement the corporate strategic business plan for FY 2017 – FY 2019 • Provide quarterly reports on the department strategic business plans and a mid-year report on the

corporate strategic business plan progress

Fiscal Year 2018

• Collect FY 2017 baseline data on the department strategic business plans • Refine the strategies in the corporate and department plans, as needed • Provide a report out to the Board on the first year performance of the corporate strategic business

plan • Provide quarterly reports on the department strategic business plans and a mid-year report on the


Fiscal Year 2019

• Collect 2018 data and conduct review of data compared to FY 2017 baseline data • Prepare the process and approach for working with departments to develop the FY 2020 – FY 2022

department strategic business plans • Provide a report out to the Board on the second year performance of the corporate strategic

business plan • Provide quarterly reports on the department strategic business plans and a mid-year report on the




◊ Department customer satisfaction with strategic planning practices during planning season and post planning season

◊ TBD



Comment Utilize service evaluations as a means to gauge and understand work performed and if the work is effective and efficient throughout the organization. Findings from the evaluations will be used to determine appropriate performance measure targets, strategies used to meet targets and associated funding to be used to execute the actions outlined.



COMBINED ENTERPRISE PROJECT MANAGEMENT OFFICE/ BUSINESS PROCESS MANAGEMENT

GOAL 16: Provide Combined Services and Solutions that Enable County Departments to Meet their Strategic Goals Targeting Resident Facing Services

Objective 1: Collaborate with business partners (AFM, HR, ITS, etc.) to implement a Health and Human Services (HHS) functioning Community Resource Center (CRC) prototype with a portfolio of services from each department. Strategy A Partnership between Business Process Management (BPM) and Enterprise Project Management Office

(EPMO) to propose HHS services included in the CRC prototype

Actions ◊ Fiscal Year 2017 • Gather demographic and density data for HHS services that are in scope for the prototype • Determine service correlations, business trends and service relationships • Assess current processes, technology, and system architecture to identify system requirements and

impacts • Identify and Assess opportunity to consolidate six different HHS Call Centers • Assess Document Imaging solutions across Health and Human Services (HHS) • Implement combined Mail Room services for all outgoing mail

Fiscal Year 2018 • Continue assessing current processes, technology, and system architecture to identify system

requirements and impacts • Conduct workshops to gather business requirements from each department • Draft Critical-To-Quality (CTQ) and Key Performance Indicators (KPIs) • Evaluate the effectiveness of the prototype model and performance through FY 2019 • Implement combined Mail Room and Enterprise Content Management services for all incoming mail



◊ Determine HHS service areas to include in prototype





Strategy B EPMO and BPM Partner with Asset and Facilities Management (AFM) to design and construct the initial CRC prototype.

Actions ◊ Fiscal Year 2017 • Create the lobby floor concept design • Validate design concept with HHS department leaders • Finalize prototype model and space configuration/layout

Fiscal Year 2018 • Consult with AFM during the functional buildout of prototype model. • Determine space and staffing needs for additional 5 CRCs

Fiscal Year 2019 • Evaluate the design configuration of the prototype model



◊ Development of the CRC prototype design





COMBINED ENTERPRISE PROJECT MANAGEMENT OFFICE/ BUSINESS PROCESS MANAGEMENT

GOAL 16: Provide Combined Services and Solutions that Enable County Departments to Meet their Strategic Goals Targeting Resident Facing Services

Objective 2: Assist Youth and Family Services (YFS) in implementing solutions derived from the organizational review conducted by Eckerd Youth Alternatives Strategy A Partner with YFS in identifying and prioritizing work streams:

• Coordinate and design moving Contract Management from YFS and Behavior Health Division (BHD). • Develop and implement reports that will provide management the data needed to drive

performance and expectations. • Develop a Practice Model that will achieve child safety, permanency, and well-being by linking

abstract ideals of mission, vision, and strategic plans for day-to-day practice

Actions ◊ Fiscal Year 2017 • Determine Current State process maps of Contract Management • Determine Future State process maps for Contract Management • Collaborate with BH and YFS to determine resource needs to enable Future State • Implement and execute the movement of Contract Management to BHD • Work to develop reporting needs to monitor worker’s productivity and performance in all functional

areas: Intake, Investigation, Permanency Planning, Foster Care and Adoption o Gather report criteria from other counties and YFS o Determine report set and frequencies o Determine management oversight and standard feedback procedures

• Engage Consultant resources to design and build the Practice Model o Define the level at which Consultant will build the Practice Model o Determine the in-scope/out-of-scope items of the Practice Model o Ensure Consultant provides a roadmap for Future State’s design, implementation, and

execution to realization o Develop the approach to localize the Practice Model to fit Mecklenburg County

Fiscal Year 2018 • Create Practice Model to ensure YFS governance routines are incorporated into daily management

routines and production flows. • Develop a separate phone line for general call information/inquiries • Develop a separate line to handle emergency child welfare calls such as abuse and neglect

Fiscal Year 2019 • Partner with YFS to incorporate training and resource management to handle licensing and

placement functions





◊





Appendix A: Business Process Management

Project 3: Low Income Energy Assistance Program (LIEAP), Child Care, and Crisis Intervention Program (CIP)

• Screening, intake and assessment for LIEAP, Child Care, and CIP • Eligibility determination and benefit delivery for LIEAP, Child Care, and CIP • Legacy System replacement: LIEAP, Subsidized Child Care Reimbursement (SCCR), and CIP

Project 4: Child Services

• Screening and intake for Child Protective Services (CPS); intake for general services • Facilities and service providers’ licensure support • CPS assessment (investigative and family) • Structured Decision Making Tools • Service planning and provision of services to families and individuals in-home • Child and Family Team documentation • Court activities. Service planning and provision of services to families and individuals out of home • Placement and payment for residential care (including out of state placements and receiving requests) • Adoption filing and finalization (indexing for Vital Records, NCKids registry) • Legacy System replacement: Child Placement and Payment System (CPPS), Central Registry Child Abuse

and Neglect (CRCAN), Central Registry Fatalities (FAT), Multiple Response System (MRS), Adoption Index Management System (AIMS), Foster Care Facility Licensing System (FCFLS), Interstate Compact for the Placement of Children (ICPC)

fy2017-2019 strategic business plan · goal 13: enhance the strategic planning and budget process...

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