Department: County Administration
Department Head/Elected Official: Diana Ramirez
Regular or Supplemental RCA: Regular RCA
Type of Request: Policy
Project ID (if applicable): N/A
Vendor/Entity Legal Name (if applicable): N/A
MWDBE Contracted Goal (if applicable): N/A
MWDBE Current Participation (if applicable): N/A
Justification for 0% MWDBE Participation Goal: N/A - Goal not applicable to request
Request Summary (Agenda Caption):
title
Request for approval of the Strategic Plan in Action to enable implementation of the County’s Five-Year Strategic Plan.
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Background and Discussion:
Commissioners Court approved Harris County’s first-ever Strategic Plan on October 29, 2024. The final step in this initial strategic planning process is the development of a Strategic Plan in Action (SPIA) to enable successful implementation. The SPIA relates to three topics: Performance Management, the Outcome Budgeting Cycle, and a Decision Analysis Matrix. Taken together, these three components enable better monitoring of progress related to the Strategic Plan and of performance of County programs, greater alignment between Court’s priorities and the County budget, and a better process for helping departments operate more in line with the County’s Vision, Purpose, and Guiding Principles. As with the Strategic Plan, the SPIA will be an iterative process, with improvements considered each year as needed.
Strategic Plan in Action
Performance Management
Tracking progress
To monitor all metrics included in the Strategic Plan, the Office of County Administration (OCA) is developing a Strategic Plan in Action Tracker. In addition to the Community Indicators and Measurable Results included in the Strategic Plan, the Tracker will include Key Performance Indicators for Strategic Initiatives. The Tracker, which will be available online for the public, will also denote the phase of each Strategic Initiative (Not started, Planning, Launching, In Progress, Complete). OCA is also developing a “data dictionary” to provide clear and consistent definitions for the datapoints that will be reported in the Tracker.
As per the guidelines for Department Progress Meetings with Goal Area Committees (approved by Commissioners Court on March 26, 2024, and attached to this RCA for reference), OCA will continue to work with the Office of Management & Budget (OMB) and with the applicable departments to compile Department Progress Meeting (DPM) reports. The same departments that have submitted previous DPM reports will continue to do so four times per year.
Meeting types and attendees
The guidelines for DPMs with GACs establish “a process for Commissioners Court staff to regularly monitor and engage with County departments and discuss department objectives and activities, particularly in the context of the Court’s adopted strategic direction and budget.” Separately, GACs will continue to consist of staffers from each Commissioners Court office; apart from holding DPMs with individual departments, GACs may hold meetings with multiple departments. In addition, the Strategic Planning Committee (SPC)-which consists of representatives from each Commissioners Court office-will continue to meet for various purposes. Potential topics for the three types of meetings mentioned above can be found in “Purpose and potential topics for DPM, GAC, and SPC meetings,” attached to this RCA.
All meetings mentioned above will serve as a forum for discussing how the County’s Guiding Principles should apply to County work. They should also be driven by a shared interest in learning, problem solving, and collaboration, fostering productive discussion leading to better information and better decisions.
Actions Plans
During or after any of the meetings mentioned above, Action Plans will be developed as needed. Action Plans will:
• Relate to a specific Strategic Initiative, an Operational Imperative (defined as an operational issue that creates barriers to achieving County priorities, hinders execution according to the County’s Guiding Principles, or otherwise significantly and detrimentally affects County operations), or (rarely) some other critical topic
• Specify one or more departments’ next steps over the next month, quarter, or year to reach important milestones, address key problems, or otherwise make progress on the applicable topic
• Refer to applicable metrics (ideally from the Strategic Plan, when possible) and performance targets
• Be developed collaboratively by departments, the relevant GAC (or the SPC), and OCA
• Clearly identify which departments/teams/individuals are involved, and each party’s role(s)
• Consider (and include where needed) a referral to OCA’s Technical Assistance & Performance team for support
• Not involve any policy, budget, or other decisions that should be made by Commissioners Court (Note: If such decisions do arise, OCA should make a recommendation to Commissioners Court with input from the relevant department(s) and Court office staff)
• Be signed by the County Administrator and the applicable department head(s)
• Be posted on a shared internal County platform and transmitted to Court at least annually
As per the guidelines for DPMs with GACs, Court office staff will work with OCA to define GACs (and departments associated with each GAC) that reflect the structure of the Strategic Plan, to determine the number of meetings with each department per year, and to identify invitees to each specific meeting.
Updates to Commissioners Court and other stakeholders
In addition, each GAC will provide semiannual reports to Commissioners Court; the SPC will do the same, and its reports will summarize overall progress of the Strategic Plan. The reports to Commissioners Court will also serve as the basis for updates (provided at least annually) to stakeholders that participated in community workgroups during the strategic planning process.
Outcome Budgeting Cycle
Defining programs and services
For the budget to more accurately reflect the County’s strategic priorities, department programs and services must be clearly defined; only with that information can we understand how our budget is spent on Strategic Objectives, Strategic Initiatives, and other priorities. Departments, OMB, OCA, and Court office staff will work to more clearly define programs and services in two phases. OCA will determine which phase departments will participate or (for elected and separately appointed departments) be invited to engage in for this process.
Once programs and services have been more clearly defined, we must take a more discerning approach to categorizing them with respect to the Strategic Plan: While all programs will be categorized under the six Strategic Goals (or a separate “Other” category), many fewer programs will be categorized under the 23 Strategic Objectives, and fewer still under the 83 Strategic Initiatives.
Departments will fill out a template (developed by OMB and OCA) for each of their programs/services, addressing questions related to alignment with the Strategic Plan (including the Guiding Principles), why/how a program/service is required (including the relevant statute where applicable, and the level of service required), or other compelling reasons for a program/service. This work will lead to an updated breakdown of programs/services, which will encompass all General Fund operating expenditures:
• Directly related to a Strategic Initiative
• Directly related to a Strategic Objective
• Somewhat related to a Strategic Objective
• Operational Imperative (under “Other” rather than under any of the of six Strategic Goals)
• Other integral Harris County work
• Other work that is required of Harris County by statutory or other clear mandate
• Anything else, which will be considered for right-sizing, sunsetting, or reprioritizing to other work
This work for Phase 1 departments will be completed by March 2025. This work for Phase 2 departments will be completed by March 2026. Subsequently, all departments’ programs and services definitions and breakdown will be confirmed annually.
Budget projections
By February of each year and starting in February 2025, OMB will develop the following (with OCA informed throughout the process):
• Revenue projections, including:
o A first draft of projected revenue
o An internally developed revenue model that considers the historical tax base, new construction, and other factors
o Stress testing of the model to consider different projected scenarios
• Cost projections, including:
o Anticipated variations month over month and year over year, where applicable
o Staffing projections based on historical turnover rates and other information
o Actuarial projections of healthcare and other benefits costs
o Fixed costs (narrowly and explicitly defined) and any clearly identified and quantified required spending
Projections will be updated during the budget process as more data is finalized.
Updated budget guidelines
OMB, OCA, and the SPC will work together to draft updated budget guidelines for Commissioners Court’s consideration and potential approval by no later than March of each year. Starting with the FY 2026 budget cycle, the budget guidelines will include the following:
• The County’s priorities for the upcoming fiscal year, including:
o Strategic Initiatives that are expected to be active during the upcoming fiscal year (including any new initiatives to be incorporated into the Strategic Plan, pending Court approval)
o Strategic Objectives of particular importance to the County for the upcoming fiscal year
o Operational Imperatives that should be emphasized during the upcoming fiscal year
o Rarely: Other activities beyond the Strategic Plan or the identified Operational Imperatives
• Desired outcomes and performance expectations for the above priorities for the upcoming fiscal year
o This will include any metrics (Community Indicators, Measurable Results, Key Performance Indicators) associated with the applicable Strategic Goal, Objective, and/or Initiative.
o For any Strategic Initiatives included as priorities, the budget guidelines might include an initial outline of a work plan for making progress on the initiative over the coming fiscal year.
• A budget proposal template based on OMB’s current template and updated to ensure that the template accounts for the Strategic Plan (and with any other adjustments as needed).
• A rubric for evaluating budget proposals that reflects the Decision Analysis Matrix (described in the next section below) and includes other relevant questions in accordance with budget proposal best practices.
Budget proposals
Each department will submit a full proposed operating budget, all aspects of which will be assessed according to the evaluation rubric that will be included in the budget guidelines (as described above). The process of developing departments’ proposed budgets will incorporate the work (also described above) to better define programs and services and to develop modeled projections earlier in the budget cycle. In addition, all proposals will include clear expectations for progress on any relevant metrics for each program.
Departments involved in any Strategic Initiatives must include specific proposals for funding needs for initiatives highlighted in the budget guidelines for the fiscal year. Any department may also submit proposals for new Strategic Initiatives to drive progress toward a Strategic Objective, with emphasis on priority Objectives included in the budget guidelines for the upcoming fiscal year.
Strong budget proposals will not only follow the budget guidelines but also consider alternatives to current service delivery, gather input from and collaborate with other teams, and clearly communicate impacts on other departments.
OMB and OCA will jointly provide training and technical assistance to departments to support the changes to the budget process described throughout the Strategic Plan in Action.
Capital Improvement Program
A full five-year Capital Improvement Program (CIP) will be presented to Commissioners Court for consideration and approval annually. The CIP will include a direct link both to estimated corresponding operating cost increases and to the Strategic Plan.
Finalizing the proposed budget
OMB will use the evaluation rubric from the budget guidelines to assess operating and capital budget proposals. OMB will then share in advance and review the proposals and rubric scores with the SPC and OCA to gather input before preparing a first draft of the County budget. The County Budget Officer and Budget Director will then finalize and present the proposed County budget for Commissioners Court’s consideration.
Decision Analysis Matrix
A Decision Analysis Matrix will be used to encourage alignment with the Strategic Plan and is based largely on the County’s Guiding Principles. The Decision Analysis Matrix includes the following criteria:
• Alignment to Strategic Plan: Alignment with components of the Strategic Plan’s Goals, Objectives, and Initiatives
• Evidence base: Availability of sound supporting data/evidence (either directly or through credible research supporting anticipated outcomes of newer approaches)
• Impact on outcomes: Number of residents reached through the program and/or magnitude of the effect of the proposal on desired outcomes
• Cost effectiveness: Comparison of direct/indirect benefits to anticipated cost
• Ease of implementation: Extent to which the County can implement with available capabilities and expertise
• Collaboration/Partnerships: Degree of collaboration with communities, local partners, and all levels of government
• Environmental sustainability: Effect on the environment and/or climate change mitigation
• Equity: Consistency with the applicable definition of structural, procedural, or socio-emotionally intelligent equity (in accordance with the Harris County Equity Guidelines)
The applicable GAC (or the SPC) will use the Decision Analysis Matrix attached to this RCA to analyze the following:
• Decisions that would create new programs, increase funding for or focus on programs not aligned with the Strategic Plan, or reduce funding for or focus on programs that are aligned with the Strategic Plan
• Decisions regarding Operational Imperatives (or decisions regarding topics that the SPC considers to be a new potential Operational Imperative)
• Potential policy changes that typically require Commissioners Court approval (excludes department-level policies that do not have a broader impact)
As noted in the previous section, the Decision Analysis Matrix will also be used to evaluate operating budget proposals (including any requests for new funding outside of the annual budget cycle) and annual CIP (as well as any new, “one-off” CIP requests) before submission to Commissioners Court.
For select Court items, departments will conduct self-scoring using a modified version of the Decision Analysis Matrix (to be developed by OCA) in Request for Court Action (RCA) submissions. Remaining Court items do not require use of the Decision Analysis Matrix. See the attached “Decision Analysis Matrix criteria, scoring tool, and summary of uses” for more information.
In all of the above instances, Commissioners Court will ultimately use its discretion to consider and vote on any potential action.
For day-to-day management, decisions that do not go before Commissioners Court (hiring, quality control, process improvement, etc.) do not need to use the Decision Analysis Matrix explicitly but should be informed by the County’s Guiding Principles.
Expected Impact:
Approval of the Strategic Plan in Action will enable implementation of the Harris County Strategic Plan through integration of the plan into the annual budget process and the application of a Decision Analysis Matrix to inform Commissioners Court decisions and help to guide County operations.
Alternative Options:
No action on this item would slow progress on implementation of the Strategic Plan overall, including by putting at risk the integration of the Strategic Plan into the Fiscal Year 2026 budget process.
Alignment with Goal(s):
_ Justice and Safety
_ Economic Opportunity
_ Housing
_ Public Health
_ Transportation
_ Flooding
_ Environment
X Governance and Customer Service
Prior Court Action (if any):
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Date |
Agenda Item # |
Action Taken |
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10/31/2023 |
15 |
Commissioners Court directed the Office of County Administration (OCA) to work with a Strategic Planning Committee comprised of one representative from each Commissioners Court office to conduct a two phased strategic planning process that substantially involves Commissioners Court members and department leadership and staff. The first phase, which should conclude no later than April 16, 2024, would result in a 5-year County Strategic Plan. The second phase, which should conclude no later than December 17, 2024, would result in departments that report through CA further developing their department-specific strategic direction and associated performance measures to align their work with the countywide strategic plan. Departments will be offered technical assistance to support this work. |
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12/19/2023 |
26 |
Commissioners Court approved the expenditure of $1,230,000.00 in funds under Job No. 21-0317 for the Agreement between Harris County and Ernst & Young LLP for facilitation and drafting of a multiyear countywide Strategic Plan. |
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3/26/2024 |
29 |
Commissioners Court approved updates to the guidelines for Department Progress Meetings with Goal Area Committees |
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4/23/2024 |
30 |
Commissioners Court adopted the Strategic Framework as drafted and directed OCA to continue facilitating the next stages of this strategic planning process |
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10/29/2024 |
24 |
Commissioners Court approved the five-year Harris County Strategic Plan |
Location:
Address (if applicable): N/A
Precinct(s): Countywide
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Anticipated Court Date: 12/10/2024
Anticipated Implementation Date (if different from Court date): n/a
Emergency/Disaster Recovery Note: Not an emergency, disaster, or COVID-19 related item
Contact(s) name, title, department: Diana Ramirez, County Administrator, Office of County Administration
Attachments (if applicable):
• Purpose of and potential topics for DPM, GAC, and SPC meetings
• Decision Analysis Matrix criteria, scoring tool, and summary of uses
• For reference:
o Harris County Strategic Plan (approved by Commissioners Court on October 29, 2024)
o Guidelines for Department Progress Meetings with Goal Area Committees (approved by Commissioners Court on March 26, 2024)