FY 2017 19 Mecklenburg County Presentation to the North Carolina Local Government Budget Association Monica R. Allen, PhD Director, Strategic Planning & Evaluation July 12, 2018
Mecklenburg g County F Fun F Facts ◦ Largest County in NC ◦ City of Charlotte and Six Towns ◦ One of the fastest growing counties ◦ County seat is Charlotte, NC ◦ Largest County in population ◦ between Atlanta and DC ◦ 2 nd / 3 rd largest banking industry ◦ Approx. 1,100,000 residents ◦ MC Government ◦ Approx. 5,000 full-time/part-time employees ◦ $1.6 billion operating budget ◦ Primarily a health and human services agency
Big ig P Pic icture ◦ Strategy to Success: To make management decisions and funding choices using quantifiable performance data ◦ Strategic Planning, Performance Management and Program Evaluation for 17 years ◦ 22 County departments (independent lines of business with some interdepartmental relationship) + 2 business partners (Mecklenburg Emergency Services – MEDIC and Charlotte- Mecklenburg Public Library) ◦ EVERY department/agency has a 3-Year Strategic Business Plan for FY2017-FY2019 ◦ Currently prepping for FY2020-FY2022 Departmental Strategic Business Planning
Th The V Ver ery F First St Step t the Co e County t too ook: Create a a Strategic P Plann anning ng F Fram amework Livable Meck Plan Community Pulse (broader region/community) (external environmental influences) Community BOCC Community Vision Corporate Strategic Organization Business Plan (goal areas, goals, strategies, measures) 3-Year Department Strategic Business Plans
Strateg egic Busines ess P Planning 5
Cr Creation of of Tea eams ◦ Every department has strategic business planning teams to assist with the development of the strategic business plans ◦ Teams include: ◦ Strategic Business Planning Team Lead ◦ Department Director/Deputy Director ◦ Senior Leaders/Managers ◦ Management Analysts ◦ Budget/Finance Staff ◦ Consultation was provided by the Strategic Planning & Evaluation team to develop strategic business plans 6
Strateg egic Bus usines ess P Plan E n Elem emen ents • Vision Statement Core Plan Structure: ◦ Goals • Mission Statement ◦ Objectives ◦ Strategies • Environmental Context ◦ Actions • Economic and Social Trends ◦ Costs • Demographic and Social ◦ Measures Changes ◦ Comments • Other information • Summary of Goals • Director’s Message
Costs B s Breakout t to Support t the S Strategy The ask: Identify costs for each fiscal year in which the actions will occur Align to the four categories: 1. Human Capital 2. Information Technology 3. Communications 4. Assets and Facilities 5. Other
Dep epartm tment t St Strategic Bu c Business P Plan T Tem emplate
Budg dgeting ng 11
Cycle Strategic ng C Planning nning (July-Dec.) Strategic Planni Evaluation Budget (Jan.-June) (July-June) Update plans annually to ensure relevancy to business 12
Budg udget F Forms 13
Eval aluation on 14
Track cking A Acti ctivity ty (Ex Ex: O Office of of the T e Tax C Col ollector) r) GOAL 1: Maximize Tax Collections Objective Q1 Status Q2 Status Q3 Status Q4 Status Notes In In Objective 1: Expand Legal Services Vendors are onboard and operational. Completed Completed Progress Progress Foreclosure policy completed. Revolving fund Objective 2: Implement a Comprehensive Foreclosure In In In Completed ordinance approved. Real Estate Services vendor Strategy Progress Progress Progress selected. Objective 3: Maximize Use of and Acquire Existing Completed Phase II - Taxpayer Transparency In In In Completed Technology Initiative. Progress Progress Progress Budgeted Amount for Goal Expense Amount for Goal % Spent To Date $ 660,000 $ 660,000 100% 15
Need to allow a sufficient time to Strategic planning requires a inspire and implementation different way of thinking (i.e., strategic business plans. culture shift, paradigm shift) Recommend at least 1 ½ years about how to do business before you want to implement Lessons ns L Learne ned Each of the 24 lines of business Aligning (budget) resources to may require customized plans can be a challenge given it approaches to strategic business may be hard to identify true planning; there is not a good one costs to achieve goals and size fits all (i.e., people-focused objectives business units vs. hard services) 16
Change in leaders requires Ever changing landscape makes it ongoing training and information hard to always “predict” what sharing. Hold “refresher” and information should be used in “newcomer” trainings on a the environmental scan regular basis Lessons ns L Learne ned d (cont’d ’d) If you align the strategic business You do not have to have a full plans to budget development, team of individuals to carry this then recognize that you will need out as long as you can leverage to be intentional in your department staff to support you messaging on the front end i.e., in this effort make aware of limited resources. 17
Op Oppor ortunities es 01 02 03 Continue to provide Streamline strategic Build a health and human training on strategic business plans (more services integrated business planning; build focused strategies, service delivery plan capacity throughout the actions, costs, etc.) (reflects the collective organization impact of the work by four departments) 18
Strategi gic B Business s Plan ans: s: F Fun F Facts s 60 24 24 ~50 persons trained County strategic County department department goals across the enterprise business planning plans developed for in strategic business teams FY2017-2019 planning ~185 11 ~$7.7 $7.9 $8.8 department key themes reflecting million est. new and objectives department goals and million est. new and million est. new and redirected funding redirected funding objectives redirected funding identified for dept. plans identified for dept. plans identified for dept. plans in FY2019 in FY2018 in FY2017
Co Contact Infor ormation on Monica R. Allen, PhD Director, Strategic Planning & Evaluation Mecklenburg County Government County Manager’s Office Strategic Planning & Evaluation 600 E. 4 th Street, 11 th Floor Charlotte, NC 28202 980.314.2901 Monica.allen@mecklenburgcountync.gov mecknc.gov/CountyManagersOffice/Pages/Strategic-Planning-Evaluation.aspx 20
FY 2017 19 Mecklenburg County Presentation to the North Carolina Local Government Budget Association Monica R. Allen, PhD Director, Strategic Planning & Evaluation July 12, 2018
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