O C B C StrategicPlanand2016BusinessPlan

O C B C Back Row (Left to Right): Donald G. Disselkoen ‐ District ; Mike Haverdink ‐ District ; Matthew R.

Fenske ‐ District ; Dennis L. Van Dam ‐ District ; Roger A. Bergman ‐ District ; Stuart P. Visser ‐ District ; James H. Holtvluwer ‐ District

Front Row (Left to Right): Philip D. Kuyers ‐ District ;

Chair Joseph S. Baumann ‐ District ; Vice‐Chair Greg J. De Jong ‐ District ; Allen Dannenberg ‐ District ;

O ttawa County, the eighth‐largest county in Michigan, is a beautiful

community of 279,955 people located along the Lake Michigan shoreline.

The government that serves the community is comprised of approximately 1,100 employees

and elected officials with occupations as diverse as nursing, parks, corrections,

administration, and law enforcement.

An 11‐member Board of Commissioners, each elected to a two‐year term, governs the

County. The Board of Commissioners establishes the general direction of government and

provides oversight of administrative functions of the County. The Board appoints a County

Administrator who manages the budget, provides leadership and management of Board

initiatives, and oversees general County operations. The remaining operations are managed by

either elected officers (Clerk/Register of Deeds, Water Resources Commissioner, Prosecutor,

Sheriff, and Treasurer), statutory boards (Community Mental Health), or the judiciary.

While the Board of Commissioners had conducted strategic planning activities in the

past, the County had not had an active strategic plan, mission, or organizational values in

place for several years, so in 2004 the Board began collecting information needed to develop

a plan. This included the employee and resident surveys, a study of mandated services,

employee input on the mission statement, evaluations of several departments, a wage and

classification study, the United Way Community Needs Assessment, and definitions of the

County’s financing tools.

After collecting and considering this information, the Board met on March 23 and

24, 2006, to begin work on its strategic plan. That initial plan was adopted and implemented

over the next two years. The Board now meets annually to review the strategic plan and

develop an accompanying business plan comprised of objectives that serve as action steps

toward achieving the strategic plan.

The Board of Commissioners met on March 17, 2016, to review the current strategic

plan and create the business plan for 2016. This involved a review of the strengths,

weaknesses, opportunities, and threats (SWOT) facing the County, a confirmation of major

goals, and the development and ranking of objectives. After the Board established draft

objectives, Administration assigned resources to each objective, and developed outcome

measures which will indicate success in completing the plan’s goals. The results of the

process follow.

S P Process Summary

AM statementassistsanorganizationineasilycommunicatingtoavarietyofconstituencieswhatitdoes,

whoitserves,andwhyitdoesso.TheBoardofCommissionershasestablishedthefollowingmissionstatement:

Ottawa County is committed to excellence and the delivery of cost‐effective public services.

AV statementindicateshowanorganizationviewsitsideal,orultimate,goal.TheBoardofCommissionershasestablished

thefollowingvisionstatement:

Where you belong.

S P Components

G focusthedirectionofanorganization’swork,undertheguidancefromthevisionandmissionstatement.Goalsarerelativelystaticinnatureandwillnotoftenchange.

ThefourgoalsoftheBoardofCommissionersare:

1. To maintain and improve the strong financial position of the County.

2. To maintain and enhance communication with citizens, employees and other stakeholders.

3. To contribute to the long‐term economic, social and environmental health of the County.

4. To continually improve the County’s organization and services.

We recognize the importance of the DEMOCRATIC

PROCESS in the accomplishment of our mission,

and hold it as a basic value to respect the rule of the

majority and the voted choices of the people; to

support the decisions of duly elected officials; and to

refrain from interference with the elective process.

We recognize the importance of the LAW in the

accomplishment of our mission and hold it as a basic value to work within, uphold, support, and impartially enforce the law.

We recognize the importance of ETHICS in the

accomplishment of our mission and hold it as a basic value to

always act truthfully, honestly, honorably and without deception;

to seek no favor; and to receive no extraordinary personal gain

from the performance of our official duties.

We recognize the importance of SERVICE in the accomplishment

of our mission and hold it as a basic value to treat each resident as a

customer; to do all we can, within the bounds of the County's laws,

regulations, policies and budget, to meet requests for service.

We recognize the importance of EMPLOYEES in the

accomplishment of our mission and hold it as a basic value to treat

each employee with professional respect, recognizing that each

person using his or her trade or vocation makes a valuable

contribution; to treat each employee impartially, fairly and

consistently; and to listen to the recommendations

and concerns of each.

We recognize the importance of DIVERSITY in the

accomplishment of our mission and hold it as a basic value to

treat all people with respect and courtesy.

We recognize the importance of PROFESSIONALISM in

the accomplishment of our mission and hold it as a basic value

that each employee will perform to the highest professional

standards and to his or her highest personal capabilities.

We recognize the importance of STEWARDSHIP of

public money in the accomplishment of our mission and

hold it as a basic value to discharge our stewardship in a

responsible, cost‐effective manner, always

remembering and respecting

the source of the County’s funding.

Aformalstatementoforganizationalvalueswasdevelopedtoclearlyidentifynotonlytheprinciplesuponwhichtheorganizationisbased,butthewayinwhichittreatsitsemployeesandresidents.

BP

‐2016

O,D

,O

,O

Whilegoalsarerelativelystaticinnature,theobjectivesthatassistin

accomplishingthegoalsarelikelytochangeannually.Deliverablesareitems

thatgivefurthermeaningandsubstancetoanobjective.Outputsarespeciic

itemsofactionandoutcomeindicatorsareameasureofsuccess,demonstrating

theimpactofactionsconductedto achievegoalsandobjectives.

STRENGTHS

• P

eop

le a

nd

em

plo

yees

• H

ealt

h c

are

syst

ems

• E

nvi

ron

men

tally

so

un

d

• W

ork

eth

ic a

nd

inte

gri

ty

• R

ecre

atio

nal

op

po

rtu

nit

ies,

par

k sy

stem

incl

ud

ing

sta

te

par

ks

• F

acili

ties

• E

con

om

ical

ly d

iver

se,

bu

sin

ess

com

mu

nit

y

• S

tro

ng

sch

oo

l sys

tem

s,

incl

ud

ing

hig

her

ed

uca

tio

n

• G

oo

d r

epu

tati

on

• Infl

uen

tial

wit

h le

gis

lato

rs

(Sta

te/F

eder

al)

• H

um

an s

ervi

ces ‐

take

car

e

of

nee

ds

in C

ou

nty

• C

om

mu

nic

atio

n ‐

use

of

soci

al m

edia

• A

hea

d o

f cu

rve

wit

h

info

rmat

ion

an

d a

nsw

ers

of

wh

at p

ub

lic m

ay a

sk

• In

no

vati

ve p

rog

ram

s

• C

ou

nty

hea

lth

man

agem

ent

pro

gra

m

• S

tro

ng

cre

dit

rat

ing

• Im

pro

ved

per

cep

tio

n o

f

Co

un

ty b

y lo

cal u

nit

s o

f g

ove

rnm

ent,

an

d t

he

colla

bo

rati

on

/par

tner

ship

s w

ith

loca

l un

its

and

oth

ers

• L

ake

Mic

hig

an, n

atu

ral

bea

uty

• H

ealt

h r

atin

gs ‐

#1

Co

un

ty

for

Hea

lth

• F

inan

cial

sta

bili

ty ‐

as

a

resu

lt b

ut

also

ho

w w

e m

anag

e to

ret

ain

it

• S

taff

pro‐a

ctiv

e to

fin

d w

ays

to s

ave

mo

ney

• S

tren

gth

of

agri

cult

ure

com

mu

nit

y

• C

har

acte

r an

d c

ult

ure

of

the

peo

ple

th

at li

ve h

ere ‐

refl

ect

peo

ple

we

serv

e

• T

IF r

epo

rt/a

nal

ysis

‐ im

pac

t

dec

isio

n m

akin

g

• In

sura

nce

au

tho

rity

an

d

oth

er fi

nan

cin

g t

oo

ls

• L

ead

ersh

ip a

nd

vis

ion

‐ lo

ok

into

th

e fu

ture

/lo

ng‐t

erm

th

inki

ng

• L

ow

mill

age

rate

• P

ub

lic s

afet

y

• U

nit

y an

d w

ork

ing

str

uct

ure

of

Bo

ard

of

Co

mm

issi

on

ers

• Im

pro

ved

co

mm

un

icat

ion

/

rela

tio

nsh

ip w

ith

Ro

ad

Co

mm

issi

on

WEAKNESSES

OPPORTUNITIES

THREATS

• Ro

ads

• Min

ori

ty in

tera

ctio

n/i

nvo

lvem

ent

• Em

bra

cin

g d

iver

sity

• Sep

arat

ion

of

po

lice/fi

re a

t lo

cal l

eve

ls

(du

plic

atio

n)

• Nu

mb

er o

f sc

ho

ol d

istr

icts

• Rev

enu

e sh

arin

g lo

ss/t

hre

ats

• Th

ree

Met

rop

olit

an P

lan

nin

g

Org

aniz

atio

ns

(MP

O)

in C

ou

nty

• Ch

ang

es in

hea

lth

care

sys

tem

s w

ith

Co

mm

un

ity

Men

tal H

ealt

h a

nd

Pu

blic

H

ealt

h

• Lac

k o

f w

ater

/sew

er in

fras

tru

ctu

re in

som

e ar

eas

of

the

Co

un

ty

• Lo

ok

bey

on

d 5‐1

0 y

ears

into

th

e fu

ture

• Ro

ad C

om

mis

sio

n ‐

sta

te la

w r

equ

ires

them

to

hav

e st

aff o

n‐d

uty

eve

n w

he

n

no

t n

eed

ed

• Ag

ricu

ltu

re c

om

mu

nit

y n

eed

fo

r n

ew

farm

ers

• Eco

no

mic

un

cert

ain

ty

• Lac

k o

f aff

ord

able

ho

usi

ng

• Fu

nd

ing

fro

m s

tate

wea

k in

are

as, s

o h

ad

to h

ave

two

sp

ecia

l mill

ages

fo

r ro

ads

and

men

tal h

eal

th

• Un

fun

de

d m

and

ates

• L

egis

lati

on

at

en

d o

f te

rms/

lam

e d

uck

M

ore

pro

acti

ve

U

nfu

nd

ed

man

dat

es

• E

mp

loye

e ‐

com

pen

sati

on

pac

kag

e

stay

s co

mp

etit

ive

to r

etai

n a

nd

att

ract

to

p‐q

ual

ity

emp

loye

es

• M

ore

co

op

erat

ion

/co

llab

ora

tio

n o

f

serv

ices

• C

on

tin

ued

/exp

and

ed p

artn

ersh

ips

in

eco

no

mic

dev

elo

pm

ent

• M

ain

tain

ag

ricu

ltu

re b

ase

and

eco

no

my

we

hav

e, s

tres

s im

po

rtan

ce a

nd

lon

g‐

term

val

ue

of

farm

lan

d

• P

lan

nin

g e

du

cati

on

‐ p

lan

nin

g/z

on

ing

/

enfo

rcem

en

t tr

ain

ing

an

d b

est

man

age

me

nt

pra

ctic

es f

or

loca

ls

• S

tan

dar

d a

nd

Po

or'

s b

on

d r

atin

g

• C

om

mu

nit

y M

enta

l Hea

lth

an

d o

the

r

hea

lth

care

sys

tem

s

• A

dm

inis

trat

ive

infr

astr

uct

ure

‐ c

on

tin

ue

to off

er IT

an

d o

ther

ser

vice

s

• R

evie

w p

ote

nti

al t

ax r

edu

ctio

n a

nn

ual

ly

• R

emai

nin

g u

nfu

nd

ed le

gac

y co

sts

• N

ext

ph

ase

of

M‐2

31

• C

ou

rt f

un

din

g

• L

egis

lati

ve ‐

ro

ad c

om

mis

sio

n r

ule

abo

ut

wo

rker

s o

n d

uty

24

/7

• F

urt

her

pro

mo

tio

n o

f fa

rmer

mar

kets

• M‐2

31 R

un

• G

rou

nd

wat

er s

tud

y ‐

wo

rk a

hea

d o

n a

pro

ble

m

• P

ub

lic U

tilit

ies ‐

exam

ine

op

tio

ns

for

wat

er/s

ewer

infr

astr

uct

ure

, co

un

ty a

cts

to c

on

ven

e p

artn

ers

• Ag

ing

po

pu

lati

on

• Pre

ssu

re t

o r

edu

ce t

axes

wh

en t

imes

are

go

od

• Sch

oo

l Bo

nd

loan

fu

nd

‐ C

oo

per

svill

e,

Alle

nd

ale

St

ate

sho

rten

ed

am

ort

izat

ion

sc

hed

ule

per

iod

wh

ich

is

dri

vin

g u

p c

ost

an

d m

illag

es

• Un

cert

ain

/vo

lati

le e

con

om

y

• Co

mp

lace

ncy

• “U

nem

plo

yab

les”

in c

itiz

enry

• Co

st o

f h

ealt

h c

are

• Wat

er ‐

wat

er r

eso

urc

e st

ud

y o

utc

om

es

• Man

agin

g g

row

th ‐

mai

nta

in o

pen

spac

e/ag

ricu

ltu

re la

nd

• Ch

ang

es in

hea

lth

care

sys

tem

s w

ith

Co

mm

un

ity

Men

tal H

ealt

h a

nd

Pu

blic

H

ealt

h

• Lac

k o

f aff

ord

able

ho

usi

ng

• In

crea

se in

nu

mb

ers

of

Mic

hig

an T

ax

Tri

bu

nal

ap

pea

ls

• Sta

te r

egio

nal

izat

ion

of

serv

ices

an

d

loss

of

loca

l co

ntr

ol

• Mill

age

ren

ewal

s ‐

fun

din

g f

or

ite

ms

like

par

ks m

ain

ten

ance

if r

enew

als

fail

• Nex

t p

has

e o

f M‐2

31

• Lac

k o

f in

fras

tru

ctu

re in

gro

wth

are

as

• Ter

m li

mit

s

• Co

urt

fu

nd

ing

• So

lid w

aste

• In

fras

tru

ctu

re ‐

lead

in w

ater

issu

es

• Gro

wth

in u

nfu

nd

ed m

and

ates

• EP

A a

ir q

ual

ity

rule

s

• In

vasi

ve s

pec

ies/fi

sh f

arm

s/o

ther

thre

ats

to s

po

rt fi

shin

g a

nd

rel

ated

in

du

stri

es

• Exp

and

ed

fe

d/s

tate

reg

ula

tio

ns

Priortosettinggoals,membersoftheBoardofCommissionersexam

inedthestrengths,weaknesses,opportunities,andthreatsaffectingtheCountyasawhole.Theitemsineach

categoryarenotrankedbyimportance,noristhisintendedtobeanall‐inclusivelist,howeveritformsabasisforthedevelopm

entofgoalsandobjectives .Inaddition,theitems

identiiedprovideaview

ofpotentialissuesthatmayimpacttheenvironm

entinwhichtheCountyprovidesservicesinthenear‐orlong‐termfuture.

WH

AT D

O W

E W

ANT

TO D

O?

Objective1:M

aintainandimprovecurrentprocessesandim

plem

ent

newstrategiestoretainabalancedbudget.

ProvideinformationtotheBoardnecessarytomakekeydecisions,

adoptingthebudgetbytheendofSeptember.

Annuallyreviewthegeneraloperatingmillagerate.

Successfullytransitiontoanew

FiscalYearbeginning10/1/2016.

Identifyinancialthreatsandapprovestrategiestomitigatethose

threats.

MaintainthehealthoftheCountyinancingtools.

MaintainthehealthoftheInsuranceAuthority,investigatingthe

useoffundsforprojectsthatlowerCountyliability.

Continuestrategiestocontainthecostofhealthbeneits,

including;healthplandesign,biddingoutourhealthplantothe

market,andimplementationofthehealthmanagementplan.

Continuetoevaluateandadoptstrategiestoaddressremaining

pensionandretireehealthliabilities.

ContinuetodeveloptheCapitalImprovementPlan,identifying

projectsneededinthefutureandthefundingtopayforit.

WHAT WILL WE DO TO GET THERE? H

OW W

ILL W

E KN

OW O

UR A

CTIO

NS W

ERE

EFFE

CTIV

E?

G1:T

M

I

SF

P

C

.

Objective2:M

aintainandimprovetheinancialpositionoftheCounty

throughlegislativeadvocacy.

Developaclearlegislativeactionplanwithregulartrackingand

reportingtotheBoard.

Communicatelegislativepositionswithassociatedtalkingpoints

thatcanbeusedwithlegislators.

Advocateontheissueofunfundedmandates,seekingtoelim

inate

theadditionofnew

unfundedmandatesandtoreceivefullfunding

forexistingunfundedmandates.

Advocatetoprotectrevenuesharingpaymentstocounties.

AdvocateforimprovementsincourtfundingbytheState,including

“RaisetheAge”legislationthatwouldmovemorejuvenilesintothe

countyjuvenilecriminaljusticesystem.

Advocateforimprovementstohow

propertyvaluesareassessed

underMichiganTaxTribunalrules.

Objective3:M

aintainorim

provebondcreditratings.

Maintainabalancedbudgetwithpro‐activestrategies.

Presenthigh‐qualityinformationtobondratingagencies.

Continuetostrivefor“triple‐triple”bondratings.

Boardreceivesinancialinformationinatimely

fashioninordertoadoptandmonitorthebudget.

Boardreview

sinformationontheinancing

tools,includingtheInsuranceAuthority.

Boardreview

sinformationandstrategiesregardingthecost

ofhealthbeneitsandpension/retireehealthliabilities.

Boardreview

stheCapitalImprovem

entPlan,developing

afundingstrategyforfuturefacilityandequipm

entneeds.

Boardadoptsabalancedbudget.

Communicatewithbondratingagenciesasscheduled.

Countylegislativepositionstatem

entsareusedby

stakeholdersinthelegislativeprocess.

Thelegislativeactionplanisrecognizedforreceivingresults.

Positivelegislationisadoptedandnegativelegislationdefeated.

Budgetsareadoptedontim

ewithoutdeicits.

TheCountyinancingtoolsarefullyfunded,helpingtokeepthe

generaloperatingmillageratelowerthancomparablecounties.

Pensionandretireeliabilitiesarefullyfunded.

Costofemployeebeneitsarelowerthanbenchmarks.

TheCountyisabletofundequipmentandfacilityneeds.

Achieveandmaintainthetopratingsfrom

allratingagencies.

Out

put

Out

com

e In

dica

tor

Clearlegislativepositionstatem

entsareproducedand

madeavailableforusebyCommissioners,staffand

thepublic.Staffandlobbyist

provideregularupdatestotheBoard.

Objective3:Continuetodevelopandim

plem

entm

ethodsof

communicatingwithemployees.

Continuetodevelopanduseeffectivemethodsforcommunications

withemployees,including;newsletters,employeeportalandall‐

staffemails.

ContinuetheLabor‐ManagementCooperationCommittee.

Continuebrown‐baglunchesandotherinformationsessions.

Objective1:Regularlyreview

andupdatecommunicationstrategiesthat

guidetheworkoftheCountyinthisgoalarea.

ProvideregularupdatestotheBoardregardingcommunications

andtheworkofthecommunicationsmanager.

Considerandevaluatenewopportunitiesandmethodsof

communicationwithstakeholders.

Initiatea“rebranding”project.

Objective2:M

aximizecommunicationwithcitizens.

ProvidetalkingpointsforCommissionersonvarioustopicsforuse

wheninteractingwiththepublicandotherstakeholders.

Evaluateexistingandnewtechnologyandinitiativestoimprove

engagementwithcitizens;includingsocialmediaandGovDelivery.

Continueanincreasedfocusonimprovinglocalmediacoverage,

communicatingkeymessageslikethevaluepropositionoftaxesto

servicelevelstheCountyprovides.

Continuetoimprovewww.miOttawa.org,increasingand

improvingtheinformationandservicesthatcitizenscanaccess.

Providetimelyandthoroughinformationupdatesonkeyissues,

liketheM‐231project.

G2:T

M

EC

C,E

,O

S.

WH

AT D

O W

E W

ANT

TO D

O?

WHAT WILL WE DO TO GET THERE? H

OW W

ILL W

E KN

OW O

UR A

CTIO

NS W

ERE

EFFE

CTIV

E?

Objective4:Evaluatecommunicationwithotherkeystakeholders.

Meetwithcommunityleadersonaregularbasis,increasingthe

involvementofCommissionerswiththecommunity.

ContinuetheM‐231runandevaluateothercommunitybuilding

events.

Continuecommunicationswithlocalunitsofgovernm

ent,

includingtheuseofquadrantm

eetings.

Boardregularlyreceivestalkingpoints.

Regularlyevaluateworkandmetricsonsocialmedia

initiatives,GovDeliveryandwww.miOttawa.org.

Continuefocusonimprovinglocalm

ediacoverage.

Provideeventspeciicinform

ationasneeded.

Administrationmaintainsconsistencywitheffective

meansofcom

municationwithemployees.

Boardisregularlyupdatedoncommunicationstrategies.

Boardapprovesarebrandingproject.

Countyregularlymonitorsandevaluateschangesinthe

communityandcommunicationstobeeffective.

Indicatorsinthecitizensurvey,andmetricsfrom

GovDelivery/www.miOttawa.org/socialmedia,

relectincreasedknow

ledgeofCountyactivities

andsatisfactionwithcommunication.

Employeeengagem

entsurveysre

lectan

increaseinoverallem

ployeeengagem

ent.

Boardregularlyreceivesacalendarofcom

munityevents.

Regularlycommunicatewithlocalunitsofgovernm

ent.

SupportandparticipateinsponsoringtheM‐231run.

TheCountyhasgoodrelationshipswithlocalunitsof

governmentandotherentitiesinthecommunity.

Out

put

Out

com

e In

dica

tor

Objective3:Considerinitiativesthatcontributetotheenvironm

ental

healthandsustainabilityoftheCountyandits’residents.

Completethenextphaseofthegroundwaterresourcesstudy.

EvaluatenextstepswiththeSouthwestOttawaCountyland

ill.

Convenestakeholderstocontinuediscussionsaboutcountywide

waterandsewerplanning.

ContinuetosupporttheworkoftheParksandRecreation

Commission,including;theirupcomingmillagerenewalefforts,the

GrandRiverGreenway,parklandacquisitionreviewand

investigationofaParksFoundation.

Continueeffortsrelatedtowaterqualityandbeachsandquality.

ContinuedsupportoftheAgriculturalPreservationBoard.

CompleteUrbanSmartGrowthdemonstrationproject.

WH

AT D

O W

E W

ANT

TO D

O?

WHAT WILL WE DO TO GET THERE? H

OW W

ILL W

E KN

OW O

UR A

CTIO

NS W

ERE

EFFE

CTIV

E?

Objective2:Considerinitiativesthatcontributetothesocialhealthand

sustainabilityoftheCountyandits’residents.

Continuedinvolvementandsupportofthecoalitionexam

iningthe

challengeofaffordablehousing,OttawaHousingNext.

ContinuetoprovideforpublicsafetyintheCountythroughthework

oftheSheriff,ProsecutorandCourts.

ContinuetoprovideforthehealthofresidentsintheCountythrough

theDepartmentofPublicHealthandCommunityMentalHealth.

Continuedialoguewithcommunityleadersanddevelopcultural

intelligencetrainingforemployeessothattheCountyispartofthe

solutiontodevelopagloballydiverseworkforceinourcommunity.

TheBoardisrepresented,funds,andisregularly

updatedabouteconomicdevelopmentactivities.

Review

theRoadCom

missionreportandcontinueregular

meetingswiththeRoadCom

missionandMDO

T.

EvaluateprogressoftheGLATBI.

Groundwaterstudyiscompleted.B

oardreview

soptionstoremediatetheSW

Countyland

ill.Convene

ameetingwithstakeholderstodiscusscountywide

waterandsewerplanning.Continuewithboardliaisons

ontheParksB

oard,reportingonthementioned

initiatives.W

aterQualityForumheld.Continuesupport

oftheAgriculturalPreservationBoard.Com

plete

UrbanSm

artGrowthproject.

Boardstaysupdatedoninitiatives(O

ttaw

aHousingNext

andregionalization)andworkbydepartmentsinareasof

publicsafety,publichealthandmentalhealth.

Culturalintelligencetrainingprovidedforallem

ployees.

Countyretainslow

crimeratesandhighhealthrankings.

Citizensurveysrelectcontinuedhighsatisfaction

regardingpublicsafetyandhealth.

DiversepeoplesarewelcomedandstayintheCounty.

Businessessucceedandthrive,contributingtolow

unem

ploymentratesandhighpersonalincomerates.

Theconditionofroadsareratedwellincitizensurveys.

Agriculturecontinuesasaneconom

icdriver,withthe

Countyrankedinthetopthreeproducersstatewide.

OttawaCountyisrecognizedforadeeperunderstandingof

waterqualityissues,andcanprovideforthewaterneedsof

residentsandagriculture.Citizensurveysrelectcontinued

satisfactionwithlivinginOttaw

aCounty.Out

put

Out

com

e In

dica

tor

G3:T

C

L

‐TE

,S

E

H

C.

Objective1:Considerinitiativesthatcontributetotheeconom

ichealth

andsustainabilityoftheCountyandits’residents.

Workwithpartners(LakeshoreAdvantage)tocontributetothe

economicdevelopmentoftheCounty.

MaintainregularcommunicationwiththeRoadCommission,

monitoringtheroadcommissionreport/memorandumof

understanding.

FacilitateworkwiththeState,RoadCommissionandlocalunitsof

governmenttoplanforfuturephasingofM

‐231.

ContinueworkdevelopingtheGreatLakesAgricultural

TechnologyBusinessIncubator(GLATBI)torecognizetheroleof

agricultureinoureconomy.

The“4C’s”initiativesbecom

epartoftheorganizational

culture.Facilityprojectsarecompleted.B

oardreceives

areportoncollaborationoptionsbetweenParksandfacilities.

Objective3:M

aintainandexpandinvestmentsinthehumanresources

andtalentoftheorganization.

Boarddiscussionaboutoptionstoattractandretaintalent

relatingtocompetitivewagesandbeneitpackages.

Continuetheinvestmentinemployeetraininganddevelopment

throughGOLDtrainingprogram

andtuitionreimbursement.

Continuetodevelopmenttoolsandresourcestohire,trainand

promote“therightpersonontherightseatofthebus”.

Considerexpandeduseofvolunteercoordinatorsindepartments.

G4:T

CI

C

’O

S

.Objective1:Conductactivitiesandmaintainsystem

stocontinuously

improvetogaineficienciesandimproveeffectiveness.

Continueandenhancethe“4C’s”initiative.

Developandincorporatesystemsofcreativity(continuous

improvementandinnovation)forallemployees.

Completefacilitiesprojects,including;improvingtheappearance

oflandscapemaintenanceandthefacilitiesmasterplan.

Evaluatepossibilitiesofjointand/orcontractedmaintenance

betweenParksandCountyfacilities.

Objective2:Continuetoperform

program

evaluationsandim

plem

ent

outcom

e‐basedperformancemeasurementsystems.

Conductorganizationaleficiency/structurereviewsandprogram

evaluations,including;

‐RoadCommissionmemorandumofunderstandingreview

‐RegionalTransitStudy

‐Countycampground

‐TrailMaintenance

‐Othersasneeded

‐Sobriety/DrugCourts

Continuetoimproveperformancemeasurementsystemsand

benchm

arksrelativetobudgetedresources.

Continuetomaintainandimprovedashboardsandotherreports

toincreasetransparencyanddemonstrateoutcomes.

WH

AT D

O W

E W

ANT

TO D

O?

WHAT WILL WE DO TO GET THERE? H

OW W

ILL W

E KN

OW O

UR A

CTIO

NS W

ERE

EFFE

CTIV

E?

Objective4:Examineopportunitiesforincreasedcooperationand

collaborationwithlocalgovernm

entandotherpartners.

Exam

ineandevaluatepossibilitiesforcollaborationonservices

andmakecost‐effectiveservicesavailabletounitsofgovernm

ent.

Continuetoimprovecultureofcollaborationandteam

workam

ong

countydepartments/agencies/courts.

Employeesareactivelyinvolvedinthecontinuous

improvem

entofCountyprocessesandservices.

OttawaCountyisviewedasaleaderinallareasofservice.

Boardconsidersprogram

evaluations.

Budgetisadoptedwithoutcome‐based

performancemeasurementsincorporated.

Dashboardsareutilizedtohelpdemonstrateoutcomes.

TheBoardconsidersareportregardingtalentattraction

andretentionrelatingtowageandbene

itpackages.Training

anddevelopm

entprogram

saremaintainedandimproved.

Boardreceivesupdateonvolunteercoordinators.

Collaborationopportunitiesandteam

workam

ongcounty

departmentsareconsistentlyexpanded.

Budgetsareadoptedbasedupondemonstratedoutcom

es.

Resultsarecollectedwhichdem

onstrateyearlyand

cumulativetotalsofbotheffectiveprogramsandservices

conirmedandsavingsfromtheimprovem

entand/or

eliminationofineffectiveprogramsandservices.

OttawaCountyisrecognizedforexcellentcustom

erservice.

OttawaCountyiscompetitivefortalentandviewed

asanem

ployerofchoice.

OttawaCountyisrecognizedasaregionof

excellenceforgovernm

entcollaboration.

Out

put

Out

com

e In

dica

tor

AR

D

Onceobjectives,deliverablesandoutputshavebeenestablished,itisimportantto

assigndeadlinesandresourcestoensurethattheplanactivitiesarecompleted.

Ott

awa

Coun

ty B

oard

of C

omm

issi

oner

sBu

sine

ss P

lan:

Dea

dlin

es a

nd R

esou

rces

Proj

ecte

d Co

mpl

etio

nRe

sour

ces

Assi

gned

Goal

1: T

o M

aint

ain

and

Impr

ove

the

Stro

ng F

inan

cial

Pos

itio

n of

the

Coun

ty.

Boar

d re

ceiv

es fi

nanc

ial i

nfor

mat

ion

in a

tim

ely

fash

ion

in o

rder

to a

dopt

and

mon

itor t

he b

udge

t.9/

27/1

6Ad

min

istr

ator

, Fis

cal S

ervi

ces

Boar

d re

view

s inf

orm

atio

n on

the

finan

cing

tool

s, in

clud

ing

the

Insu

ranc

e Au

thor

ity.

9/27

/16

Adm

inis

trat

or, F

isca

l Ser

vice

sBo

ard

revi

ews i

nfor

mat

ion

and

stra

tegi

es re

gard

ing

the

cost

of h

ealth

ben

efits

and

pen

sion

/ret

iree

hea

lth

liabi

litie

s.9/

27/1

6Ad

min

istr

ator

, Fis

cal S

ervi

ces,

Hum

an R

esou

rces

Boar

d re

view

s the

Cap

ital I

mpr

ovem

ent P

lan,

dev

elop

ing

a fu

ndin

g st

rate

gy fo

r fut

ure

faci

lity

and

equi

pmen

t ne

eds.

9/27

/16

Adm

inis

trat

or, F

isca

l Ser

vice

s, Fa

cilit

ies

Obj

ecti

ve 2

: M

aint

ain

and

impr

ove

the

finan

cial

pos

itio

n of

the

Coun

ty th

roug

h le

gisl

ativ

e ad

voca

cy.

Clea

r leg

isla

tive

posi

tion

stat

emen

ts a

re p

rodu

ced

and

mad

e av

aila

ble

for u

se b

y Co

mm

issi

oner

s, st

aff a

nd th

e pu

blic

.On

goin

gAd

min

istr

ator

Staf

f and

lobb

yist

pro

vide

regu

lar u

pdat

es to

the

Boar

d.On

goin

gAd

min

istr

ator

Obj

ecti

ve 3

: M

aint

ain

or im

prov

e bo

nd c

redi

t rat

ings

.Bo

ard

adop

ts a

bal

ance

d bu

dget

. 9/

27/1

6Ad

min

istr

ator

, Fis

cal S

ervi

ces

Com

mun

icat

e w

ith b

ond

ratin

g ag

enci

es a

s sch

edul

ed.

Ongo

ing

Adm

inis

trat

or, F

isca

l Ser

vice

s

Obj

ecti

ve 1

: Re

gula

rly

revi

ew a

nd u

pdat

e co

mm

unic

atio

n st

rate

gies

that

gui

de th

e w

ork

of th

e Co

unty

in th

is g

oal a

rea.

Boar

d is

regu

larl

y up

date

d on

com

mun

icat

ion

stra

tegi

es.

Ongo

ing

Adm

inis

trat

orBo

ard

appr

oves

a re

bran

ding

pro

ject

.8/

1/17

Adm

inis

trat

orO

bjec

tive

2:

Max

imiz

e co

mm

unic

atio

n w

ith

citi

zens

.Bo

ard

regu

larl

y re

ceiv

es ta

lkin

g po

ints

.On

goin

gAd

min

istr

ator

Regu

larl

y ev

alua

te w

ork

and

met

rics

on

soci

al m

edia

initi

ativ

es, G

ovDe

liver

y an

d w

ww

.miO

ttaw

a.or

g.On

goin

gAd

min

istr

ator

, IT

Cont

inue

focu

s on

impr

ovin

g lo

cal m

edia

cove

rage

.On

goin

gAd

min

istr

ator

Prov

ide

even

t spe

cific

info

rmat

ion

as n

eede

d.On

goin

gAd

min

istr

ator

Obj

ecti

ve 3

: Co

ntin

ue to

dev

elop

and

impl

emen

t met

hods

of c

omm

unic

atin

g w

ith

empl

oyee

s.Ad

min

istr

atio

n m

aint

ains

cons

iste

ncy

with

effe

ctiv

e m

eans

of c

omm

unic

atio

n w

ith e

mpl

oyee

s.On

goin

gAd

min

istr

ator

, Adm

inis

trat

ion

Depa

rtm

ents

Obj

ecti

ve 4

: Ev

alua

te c

omm

unic

atio

n w

ith

othe

r ke

y st

akeh

olde

rs.

Boar

d re

gula

rly

rece

ives

a ca

lend

ar o

f com

mun

ity e

vent

s.On

goin

gAd

min

istr

ator

Regu

larl

y co

mm

unic

ate

with

loca

l uni

ts o

f gov

ernm

ent.

Ongo

ing

Adm

inis

trat

orSu

ppor

t and

par

ticip

ate

in sp

onso

ring

the

M-2

31 ru

n.10

/31/

16Ad

min

istr

ator

Goal

2: T

o M

aint

ain

and

Enha

nce

Com

mun

icat

ion

wit

h Ci

tize

ns, E

mpl

oyee

s, &

oth

er S

take

hold

ers.

Obj

ecti

ve 1

: Mai

ntai

n an

d im

prov

e cu

rren

t pro

cess

es a

nd im

plem

ent n

ew st

rate

gies

to r

etai

n a

bala

nced

bud

get.

Ott

awa

Coun

ty B

oard

of C

omm

issi

oner

sBu

sine

ss P

lan:

Dea

dlin

es a

nd R

esou

rces

Proj

ecte

d Co

mpl

etio

nRe

sour

ces

Assi

gned

Goal

3: T

o Co

ntri

bute

to th

e Lo

ng-T

erm

Eco

nom

ic, S

ocia

l and

Env

iron

men

tal H

ealt

h of

the

Coun

ty.

Obj

ecti

ve 1

: Co

nsid

er in

itia

tive

s tha

t con

trib

ute

to th

e ec

onom

ic h

ealt

h an

d su

stai

nabi

lity

of th

e Co

unty

and

its’

res

iden

ts.

The

Boar

d is

repr

esen

ted,

fund

s, an

d is

regu

larl

y up

date

d ab

out e

cono

mic

dev

elop

men

t act

iviti

es.

Ongo

ing

Adm

inis

trat

or, P

lann

ing

Revi

ew th

e Ro

ad C

omm

issi

on re

port

and

cont

inue

mee

tings

with

the

Road

Com

mis

sion

and

MDO

T.On

goin

gBo

ard,

Adm

inis

trat

orEv

alua

te p

rogr

ess o

f the

Gre

at L

akes

Agr

icul

tura

l Tec

hnol

ogy

Busi

ness

Incu

bato

r (GL

ATBI

).On

goin

gPl

anni

ngO

bjec

tive

2:

Cons

ider

init

iati

ves t

hat c

ontr

ibut

e to

the

soci

al h

ealt

h an

d su

stai

nabi

lity

of th

e Co

unty

and

its’

res

iden

ts.

Boar

d st

ays u

pdat

ed o

n in

itiat

ives

(Ott

awa

Hou

sing

Nex

t and

regi

onal

izat

ion)

and

wor

k by

dep

artm

ents

in a

reas

of

pub

lic sa

fety

, pub

lic h

ealth

and

men

tal h

ealth

.On

goin

gAd

min

istr

ator

, She

riff,

Cou

rts,

Pros

ecut

or, P

ublic

H

ealth

and

Com

mun

ity M

enta

l Hea

lthCu

ltura

l int

ellig

ence

trai

ning

pro

vide

d fo

r all

empl

oyee

s.12

/31/

16H

uman

Res

ourc

esO

bjec

tive

3:

Cons

ider

init

iati

ves t

hat c

ontr

ibut

e to

the

envi

ronm

enta

l hea

lth

and

sust

aina

bilit

y of

the

Coun

ty a

nd it

s’ r

esid

ents

.Gr

ound

wat

er st

udy

is co

mpl

eted

. 8/

31/1

7Pl

anni

ngBo

ard

revi

ews o

ptio

ns to

rem

edia

te th

e So

uthw

est O

ttaw

a Co

unty

land

fill.

12/3

1/16

Adm

inis

trat

or, P

ublic

Hea

lth, P

ublic

Util

ities

Conv

ene

a m

eetin

g w

ith st

akeh

olde

rs to

dis

cuss

coun

tyw

ide

wat

er a

nd se

wer

pla

nnin

g.12

/31/

16Ad

min

istr

ator

, Pub

lic H

ealth

, Pub

lic U

tiliti

esCo

ntin

ue w

ith b

oard

liai

sons

on

the

Park

s Boa

rd, r

epor

ting

on th

e m

entio

ned

initi

ativ

es.

Ongo

ing

Park

sW

ater

Qua

lity

Foru

m h

eld.

11

/31/

16Ad

min

istr

ator

, Par

ks, M

SU E

xt., P

ublic

Hea

lthCo

ntin

ue su

ppor

t of t

he A

gric

ultu

ral P

rese

rvat

ion

Boar

d.On

goin

gPl

anni

ngCo

mpl

ete

Urba

n Sm

art G

row

th p

roje

ct.

5/1/

17Pl

anni

ngGo

al 4

: To

Cont

inua

lly Im

prov

e th

e Co

unty

’s O

rgan

izat

ion

and

Serv

ices

.

The

"4 C

's" in

itiat

ives

bec

ome

part

of t

he o

rgan

izat

iona

l cul

ture

.On

goin

gAd

min

istr

ator

, Hum

an R

esou

rces

Faci

lity

proj

ects

are

com

plet

ed.

10/1

/16

Faci

litie

sBo

ard

rece

ives

a re

port

on

colla

bora

tion

optio

ns b

etw

een

Park

s and

faci

litie

s.10

/1/1

6Ad

min

istr

ator

, Par

ks, F

acili

ties

Boar

d re

ceiv

es p

rogr

ess u

pdat

es o

n th

e m

emor

andu

m o

f und

erst

andi

ng w

ith th

e Ro

ad C

omm

issi

on.

Ongo

ing

Adm

inis

trat

or, P

lann

ing

Boar

d co

nsid

ers c

ondu

ctin

g an

othe

r Reg

iona

l Tra

nsit

Stud

y.7/

1/17

Plan

ning

Boar

d co

nsid

ers r

epor

t on

trai

l mai

nten

ance

.4/

1/17

Adm

inis

trat

or, P

arks

, Pla

nnin

gBo

ard

rece

ives

upd

ate

from

Par

ks o

n th

e fe

asib

ility

of a

Cou

nty

cam

pgro

und.

12/3

1/16

Park

sBo

ard

cons

ider

s rep

ort o

n th

e So

brie

ty/D

rug

Cour

ts.

12/3

1/16

Adm

inis

trat

or, P

lann

ing,

Cou

rts

Budg

et is

ado

pted

with

out

com

e-ba

sed

perf

orm

ance

mea

sure

men

ts in

corp

orat

ed.

9/27

/16

Adm

inis

trat

or, F

isca

l Ser

vice

s, Pl

anni

ngDa

shbo

ards

are

util

ized

to h

elp

dem

onst

rate

out

com

es.

Ongo

ing

Adm

inis

trat

or, P

lann

ing

The

Boar

d co

nsid

ers a

repo

rt re

gard

ing

tale

nt a

ttra

ctio

n an

d re

tent

ion

rela

ting

to w

age/

bene

fit p

acka

ges.

11/1

/16

Adm

inis

trat

or, H

uman

Res

ourc

esTr

aini

ng a

nd d

evel

opm

ent p

rogr

ams a

re m

aint

aine

d an

d im

prov

ed.

Ongo

ing

Hum

an R

esou

rces

Boar

d re

ceiv

es u

pdat

e on

vol

unte

er co

ordi

nato

rs.

11/1

/16

Adm

inis

trat

or, H

uman

Res

ourc

esO

bjec

tive

4:

Exam

ine

oppo

rtun

itie

s for

incr

ease

d co

oper

atio

n an

d co

llabo

rati

on w

ith

loca

l gov

ernm

ent a

nd o

ther

par

tner

s.Co

llabo

ratio

n op

port

uniti

es a

nd te

amw

ork

amon

g co

unty

dep

artm

ents

are

cons

iste

ntly

exp

ande

d.On

goin

gAd

min

istr

ator

, All

Depa

rtm

ents

Obj

ecti

ve 1

: Co

nduc

t act

ivit

ies a

nd m

aint

ain

syst

ems t

o co

ntin

uous

ly im

prov

e to

gai

n ef

ficie

ncie

s and

impr

ove

effe

ctiv

enes

s.

Obj

ecti

ve 2

: Co

ntin

ue to

per

form

pro

gram

eva

luat

ions

and

impl

emen

t out

com

e-ba

sed

perf

orm

ance

mea

sure

men

t sys

tem

s.

Obj

ecti

ve 3

: M

aint

ain

and

expa

nd in

vest

men

ts in

the

hum

an r

esou

rces

and

tale

nt o

f the

org

aniz

atio

n.