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10 11 <br />2022-2024 Strategic Plan <br /> C Continue our path to increase our financial stability, overall financial health and continuous <br />quality improvement. <br />1) Expand data analytics in order to more actively monitor metrics related to financial health. <br />2) Strategically manage the infusion of one-time federal and state dollars and leverage grant opportunities. <br />3) Ensure our financial policies and procedures are aligned with best practice. <br />4) Enhance revenue for core services that impact the health and safety of our organization and community, <br />and pursue our legislative priorities that emphasize needed repairs or enhancements to systems. <br />D Build and align capacity of our internal services at an effective and consistent level with other areas of the organization <br />(keep the wheels on the bus). <br />1) Create and implement policies and practices that evaluate internal capacity (department and countywide capacity) <br />and resource needs in order to build, maintain or adjust systems of support as we evolve over time. <br />2) Explore options to carefully plan for and consistently apply system logistics when taking on a new grant in order <br />to mitigate risk and increase the overall impact. <br />3) Establish a culture of organizational learning by identifying processes and procedures that may not be currently <br />documented/known, providing adequate trainings, and forming a shared knowledge database to ensure employees <br />are able to do their job most safely and effectively. <br /> E Assess our needs, resources and deficiencies in order to fulfill the goals outlined in the Strategic Plan and then <br />review and prioritize regularly. <br />1) Identify needs through the annual budget development process and prioritize resources accordingly. <br />2) Conduct quarterly and annual updates to address progress and capacity. <br />Draft Performance Measures <br />•Preventative care visits (of Lane County employees/family) <br />per 1000/norm (Cotiviti’s Commercial Normative Database) <br />visits per 1,000 <br />•Diversity of Lane County’s workforce as compared to <br />population demographics <br />•Employee Engagement (as measured by Gallup Q12 <br />or another engagement survey), year-over-year <br />•Employee retention rate (establish baseline <br />and set target for X percent increase) <br />•Bond rating <br />•X% increase in revenue <br />STRATEGIC PRIORITY #4 <br />Strategic Goal <br />Invest in our employees who are the backbone of our organization <br />and invest in our systems and organizational health so that employees <br />can thrive and residents can experience a more effective government. <br />Objectives <br /> A Implement opportunities to improve employee well-being and promote a positive workplace culture with purpose <br />and potential. <br />1) Prioritize rolling out our new Strategic Plan with an emphasis on engagement with our employees to create clarity <br /> of the plan, purpose, and vision. <br />2) Develop strategies to improve employee well-being, addressing workload capacity and the mental, physical, <br /> and financial components of wellness. <br />3) Explore long-term childcare options for our workforce. <br />4) Continue to advance flexibility in policies and practices as we explore a new normal in workplace environments. <br /> B Advance an inclusive, diverse and equitable workforce in order to shift the culture around equity. <br />1) Improve communication on the importance of equity training, identify employee training and development needs <br /> and elevate the support to supervisors around equity. <br />2) Define roles of the Equity Team and the supports within the organization. <br />3) Gather input to inform the strategy as we create an Equity Action Plan that both honors the past work and charts <br /> a renewed path forward. <br />4) Assist departments with identifying equity goals and provide support in accomplishing them. <br />5) Continue to support our Employee Resource Groups as a means of support to our employees, as a voice of <br /> shared experiences in the workplace and utilize them in innovative idea sourcing. <br />DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A