0

COMMUNICATION

COURTS

SAFETY

ROADS

TECHNOLOGY

VISIONARY PLANNING

ECONOMIC

DEVELOPMENT

1

Table of Contents ................................................................................................................ 1

County Commissioners ....................................................................................................... 2

About Livingston County .................................................................................................... 3

Creating the 2015-2020 Strategic Plan ............................................................................... 5

Mission and Value Statement ............................................................................................. 7

Economic Development ...................................................................................................... 8

Maintenance of Financial Integrity ................................................................................... 10

Workforce Planning .......................................................................................................... 11

Fair & Equitable Employer ................................................................................................ 12

Visionary Planning ............................................................................................................. 13

Public Safety ...................................................................................................................... 17

Health and Human Services .............................................................................................. 18

Roads ................................................................................................................................ 19

Technology ......................................................................................................................... 21

Courts ................................................................................................................................. 23

Communication ................................................................................................................. 26

Committee Members ........................................................................................................ 29

Board Adoption Resolution ............................................................................................... 31

2

Approved by the Livingston County Board of Commissioners

December, 2014

CAROL S. GRIFFITH, CHAIRWOMAN STEVEN E. WILLIAMS, VICE-CHAIRMAN

DENNIS L. DOLAN DAVID J. DOMAS KATE LAWRENCE

GARY CHILDS WILLIAM GREEN

DONALD S. PARKER RONALD L. VAN HOUTEN

3

Located in Southeast Michigan, Livingston County is one of seven counties that comprise the

Southeast Michigan Council of Governments. As the eleventh most populated county in

Michigan according to the 2010 US Census, Livingston County with 180,967 residents is a

newcomer as a Michigan population center. Livingston

County went from being known as a recreation haven

for families from metro Detroit to becoming the

fastest growing county in Michigan throughout most

of the 1990 – 2000 decade and beyond. The location

of the county in the middle of the Lansing, Ann Arbor

and Detroit job markets at the cross roads of I-96 and

US-23, has made it an ideal residence for commuters.

57% of the Livingston County workforce commutes to

an out-county place of employment.

This locational advantage also provides many

educational and medical opportunities for residents.

Livingston County is located mid-way between Michigan State University and the University of

Michigan and is home to Cleary University and several other extension centers of Michigan

colleges and universities. Exemplary hospitals and medical centers are found in the county and

also within close proximity in neighboring cities.

Livingston County consists of 16 townships, 2 villages and 2 cities. The county contains a

diverse mix of rural agricultural areas, historic downtowns, suburban development, lake-side

living and large recreational lands. Home to two metro parks (Kensington and Huron

Meadows), 3 state recreation areas (Island Lake, Brighton, and Pinckney), 1 state park

(Lakelands Trail), 2 state game areas, 1 wildlife area, 2 Livingston County parks (Lutz and

Fillmore), and numerous local parks, Livingston County has an abundance of recreational

opportunities. Livingston County offers 163 park acres per 1,000 residents, more than any

other county in Southeast Michigan.

4

Livingston County is well known for abundant arts and cultural events from local farmer’s

markets and community performance centers to festivals and fairs that attract visitors from

the region including: Michigan Challenge Balloonfest, Brighton’s Fine Art & Acoustic Music

Festival, Howell Melon Festival, Brighton’s Smokin Jazz & Barbeque Blues Festival, Howell

Fantasy of Lights Parade, Pinckney Art in the Park and the Fowlerville Family Fair.

Located on Grand River Avenue in downtown Howell, the 1889 historic Livingston County

Courthouse marks the seat of county government. The county is governed by a board of nine

county commissioners. Twelve other elected officials provide specific services, including the

Sheriff, Prosecuting Attorney, Judges, County Clerk, Register of Deeds, County Treasurer and

Drain Commissioner. Several other county departments provide services such as: county

administration; emergency medical services; central dispatch; public health; building, planning

& zoning services; equalization; information technology, employment services, and veterans

services. Livingston County also operates Livingston Essential Transportation Services (LETS)

and the Livingston County Spencer J. Hardy Airport.

Livingston County enjoys both economic stability and growth. Livingston County’s

unemployment rate is lower than other Michigan counties and the county has the lowest tax

rate of all 83 counties in Michigan. Other economic indicators include Livingston County’s

estimated 2013 median household income of $70,707 which is the highest among the 83

Counties in Michigan, and Livingston County’s AAA Moody rating which is maintained by

entities with transparency, sound financial management and healthy reserves.

5

The Livingston County Board of Commissioners started the 5 year strategic

planning process mid-year 2013. Adam Brown, Deputy County Administrator

for Jackson County, facilitated the Board of Commissioner’s discussion. The

results were modification of the County Mission Statement:

“The mission of Livingston County is to be an effective and

efficient steward in delivering quality services within the

constraints of sound fiscal policy. Our priority is to provide

mandated services which may be enhanced and supplemented

to improve the quality of life for all that work, reside and

recreate in Livingston County.”

Identification of organization values: Knowledgeable; Competent; Effective;

Courteous; Positive; Accountable; Respect; and Honesty.

Ultimately seven goal areas were identified, which include: Economic

Development; Visionary Planning; Safety; Roads; Technology; Courts; and,

Communications.

The Board handed off its efforts to staff to create focus groups, including

leaders from local units of government and institutions, elected officials,

judges, department directors and county employees with the interest to

create a road-map for the future based upon these seven goal areas.

6

The process was a phenomenal collaborative effort! Hours and hours of

employee and partner discussions went into the thoughtfull development of

action items and measures of success for each of the seven goal areas. Issue

analysis were conducted at regular meetings, followed by action planning.

Focus groups worked on each of their goal areas throughout most of 2014,

culminating in the creation of this document and a presentation of the action

plans to the County Board of Commissioners in December 2014 for their

review, modification and acceptance.

The 2015 – 2020 strategic plan is a living document; the intent is to use this

as a 5-year road map to improve communications, collaboration,

partnerships and ultimately the efficent/effective delivery of services to our

residents.

A sincere thank you to everyone that participated in this effort. An

immediate success was the enhancement of existing relationships and the

creation of new ones. A list of the committees and participants are

presented at the end of this report.

7

MISSION STATEMENT

The mission of Livingston County is to be an effective and efficient steward in delivering quality services within the

constraints of sound fiscal policy. Our priority is to provide mandated

services which may be enhanced and supplemented to improve the quality of

life for all that work, reside and recreate in Livingston County.

VALUES Knowledgeable Competent Effective Courteous Positive Responsive Accountable Respect Honesty

S:\WP\Strategic Planning\4-Creating SP.docx

ROADS

COMMUNICATION

COURTS

SAFETY

TECHNOLOGY

VISIONARY PLANNING

ECONOMIC

DEVELOPMENT

MAINTENANCE OF FINANCIAL INTEGRITY

WORKFORCE PLANNING FAIR & EQUITABLE

EMPLOYER

8

c 0 Cl L I TEG ITY

1& QUIT BLE

M LOVE

9

ASSIST LOCAL BUSINESS AND OTHER FORMS OF GOVERNMENT, WHEN AND WHERE POSSIBLE, TO ENSURE VIABILITY. COOPERATE, COLLABORATE AND COMBINE INITIATIVES IN AREAS TO BEST ENSURE THE ECONOMIC FUTURE AND VITALITY OF THE COUNTY. PROMOTE

LIVINGSTON COUNTY AS A SOUGHT-AFTER COMMUNITY IN WHICH TO RESIDE AND DO BUSINESS.

CREATE AN EFFICIENT PERMITTING PROCESS o IMPLEMENTATION OF AN INTEGRATED PERMITTING MODULE o IMPLEMENT PUBLIC ACCESS TO DIGITAL BUILDING DEPARTMENT RECORDS o PILOT UNIFORM / DIGITAL LAND USE AUTHORIZATION WITH LOCAL UNITS OF

GOVERNMENT

ACCESSIBLE BROADBAND INFRASTRUCTURE o BROADBAND TECHNOLOGIES OPPORTUNITIES PROGRAM (BTOP) o STATE BROADBAND INITIATIVE (SBI) o STATE AND LOCAL IMPLEMENTATION GRANT PROGRAM (SLIGP) o COMPLETE A VERTICAL ASSETS INVENTORY o PERFORM ANALYSIS OF LOCAL POLICIES AND ORDINANCES o IMPROVE ONLINE BUSINESS SERVICES OFFERED BY THE GOVERNMENT

EVALUATE TAX INCREMENT FINANCING POLICY o HOLD BOARD OF COMMISSION WORKSHOP TO DETERMINE INTENT

Communicate / Market Local Units of Government

CONTINUE RELATIONSHIP WITH LIVINGSTON COUNTY ECONOMIC DEVELOPMENT CORPORATION

o AUTHORIZE 3-YEAR CONTRACT WITH SPARK S:\WP\Strategic Planning\5-ED Info.docx

10

LOWEST MILLAGE RATE IN STATE Aaa BOND RATING BALANCED BUDGET

PROTECT AND ENHANCE LONG-TERM FISCAL STABILITY o REDUCE THE COST OF LIVINGSTON COUNTY GOVERNMENT OPERATIONS o DIVERSIFY SOURCES OF REVENUE o PROMOTE LONG-RANGE PLANNING

CREATE A SUSTAINABLE YET EFFECTIVE GOVERNMENT o INCREASE THE EFFECTIVENESS AND EFFICIENCY OF MANDATED SERVICES o CONTINUOUS REVIEW OF PROGRAMS AND SERVICES TO MEET CURRENT NEEDS o UTILIZE ONE-TIME REVENUES ONLY FOR ONE-TIME EXPENDITURES o MAINTAIN A BALANCED ANNUAL BUDGET

MINIMIZE / EVALUATE LEGACY COSTS o MONITOR RETIREE HEALTHCARE TRUST TO ENSURE ABILITY TO COVER COST OF

BENEFITS o FUND MERS ANNUAL REQUIRED CONTRIBUTION (ARC) AT 100% OR MORE

MAINTAIN MOODY’S Aaa BOND RATING CONTINUED COMPLIANCE WITH GENERALLY ACCEPTED ACCOUNTING STANDARDS

(GAAS) & GOVERNMENT ACCOUNTING STANDARDS BOARD (GASB) STRIVE TO ACHIEVE THE GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA)

DISTINGUISHED BUDGET PRESENTATION AWARD AND COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) AWARD

MAINTAIN EXPENDITURES WITHIN AUTHORIZED BUDGET CITIZEN AND CUSTOMER SATISFACTION

S:\WP\Strategic Planning\Maintenance of Financial Integrity.docx

11

EXTERNALLY: PROVIDE SERVICES THAT INCOMING WORKERS RELY ON TO BE

SUCCESSFUL IN THEIR INDUSTRIES INTERNALLY: PROVIDE SUCCESSION PLANNING, EDUCATION AND MENTORING

STEPS TO ENSURE THE COUNTY’S SUCCESS INTO THE FUTURE.

COMMUNITY + COUNTY = WORKFORCE & EDUCATION = SUCCESS. o CREATE AN INTERNAL COUNTY-WIDE INTERN PROGRAM.

Program that benefits the County and the Intern. Departments should identify internship opportunities which benefit both

parties. Intern Livingston will offer a training program for department heads and

managers to provide tools for creating a successful program.

o SUPPORT CAREER PLANNING PRIORITIES. Talent Tours. Job Shadowing. Participate in career fairs at high schools and colleges. Develop a Speaker’s Bureau to respond to requests from teachers. Engage with Youth Groups, (i.e.: 4-H, Scout’s, Big Brothers/Big Sisters etc.)

by supporting mentoring opportunities, leadership development and career preparation programs, etc.

o CONTINUE TO SUPPORT THE EFFORTS OF MI WORKS! BY ENGAGING COMMUNITY TO DEVELOP COUNTY WORKFORCE.

ENCOURAGE COUNTY-BASED COMMUNITY COLLEGE SYSTEM.

TRACK PLACEMENT OF INTERNS TRACK ENGAGEMENT WITH EDUCATION ENTITIES AND YOUTH ORGANIZATIONS

S:\WP\Strategic Planning\7-Workforce Planning.docx

12

APPRECIATING OUR EMPLOYEES VIA A COMPREHENSIVE COMPETITIVE WAGE AND BENEFIT PACKAGE THAT REFLECTS THE TOP TIER EMPLOYER WE HOLD OURSELVES TO BE.

RETAIN AND RECRUIT TALENTED WORKFORCE

o CREATE AND IMPLEMENT A SUCCESSION PLANNING POLICY AND PROCEDURES

o CONTINUE SUPPORT FOR PROFESSIONAL TRAINING AND CERTIFICATIONS

COMPETITIVE COMPENSATION ANALYSIS o COMPLETE A COMPETITIVE COMPENSATION ANALYSIS

o BENCHMARK BENEFITS WITH COMPARABLE COUNTIES

o CONTINUE WELLNESS PROGRAM

LEADERSHIP TRAINING o CREATE A “JUST CULTURE” ENVIRONMENT BY PROVIDING JUST CULTURE

TRAINING AND EMPLOYEES OBTAINING CERTIFICATION

o REVAMP ONBOARDING POLICY/PROCEDURES

o IDENTIFY OTHER APPLICABLE LEADERSHIP/MANAGEMENT TRAINING OPPORTUNITIES

EMPLOYEE SURVEY

CUSTOMER SATISFACTION

S:\WP\Strategic Planning\8-Fair & Equitable Employer.docx

13

14

CONTINUE LOOKING FORWARD AND NOT BECOME STAGNATE. SUPPORT DEPARTMENT AND COUNTYWIDE PLANNING INITIATIVES THAT TAKE FUTURE

GROWTH AND OPPORTUNITIES INTO CONSIDERATION. STRATEGICALLY MAINTAIN A CLOSE RELATIONSHIP WITH THE WORKFORCE PLAN.

INCREASE COLLABORATION IN VISIONING AND PLANNING PROCESSES

o HOLD FOCUS GROUPS (INVENTORY LONG-TERM PLANS AND CREATE FOCUS GROUPS AROUND COUNTY-WIDE PLANS).

o ON-LINE BULLETIN BOARD.

o PRIVATE EMPLOYEE SOCIAL MEDIA.

o PUBLIC SOCIAL MEDIA.

o CONDUCT AD HOC MEETINGS BASED ON SPECIFIC ISSUES

o BOARD DEVELOPS LEGISLATIVE BODY TO INTERFACE WITH LANSING.

CREATE GLOBAL APPROACH TO MEASURING TOOLS o CREATE AND USE COMMON BENCHMARKING CRITERIA.

o BRAINSTORM TO DEVELOP PERFORMANCE METRICS.

o GET BOARD OF COMMISSIONERS BUY-IN OF GLOBAL MEASURING INITIATIVES.

o SOLICIT OUTSIDE EXPERTISE TO ESTABLISH BENCHMARKING PROCESS.

ELIMINATE RESISTANCE TO CHANGE o CELEBRATE SUCCESS THROUGH MEDIA/INTERNAL COMMUNICATIONS, BOARD MEETINGS,

ETC.

o IDENTIFY AND COMMUNICATE CHANGE OUTCOMES AND BENEFITS.

VISIONARY PLANNING

15

CHANGE NEGATIVE PERCEPTIONS TO POSITIVE PERCEPTIONS o INCREASE TRANSPARENCY.

o IMPROVE ORGANIZATIONAL COMMUNICATION - COMMUNICATE THE VISION PLAN INTERNALLY AND EXTERNALLY USING THE WEB, SOCIAL MEDIA, NON-SOCIAL MEDIA.

o COLLABORATION (INCLUDES RANK AND FILE) - CREATE A VISION PLAN ONLINE DISCUSSION GROUP.

o CELEBRATE AND PUBLICIZE THE SUCCESSES - RECOGNIZE EMPLOYEES FOR EFFORT, PARTICIPATION, AND CONTRIBUTIONS TO COUNTY VISIONING AND PLANNING EFFORTS.

o VALIDATE - RECOGNIZE THE VALIDITY OF THE NEGATIVE PERCEPTION WHERE APPROPRIATE AND REMEDY THE ISSUE.

CREATE COLLABORATIVE MANAGEMENT SYSTEM FOR ADDRESSING GAPS o DEVELOP SURVEYS TO MEASURE NEED.

o CREATE SYSTEM FOR MANAGING BY PRIORITY.

o TRAIN STAFF TO ANALYZE DATA.

o CREATE SYSTEM TO CONNECT DATA WITH FUNDING.

o ELECTED OFFICIALS AND DEPARTMENT DIRECTORS RELAY LEGISLATIVE ISSUES TO

LEGISLATIVE BODY.

IMPROVED COMMUNICATION SYSTEM – INTERNAL / EXTERNAL.

COUNTY-WIDE PERFORMANCE MEASURE SYSTEM IMPLEMENTED.

SURVEY DATA COMPILED AND USED FOR DECISION MAKING EFFORTS.

COMMISSIONERS’ RELATIONSHIPS WITH LANSING ARE ENHANCED.

S:\WP\Strategic Planning\Visionary\Visioning Planning Strategic Goals - CSJ.docx

16

PUBLIC SAFETY

MEAL THY COMMU

17

COLLABORATE WITH OTHER AGENCIES TO PROVIDE THE SAFEST ENVIRONMENT POSSIBLE GIVEN THE RESOURCES. BENCHMARK THE POPULATION’S NEEDS AND DEVELOP NEW AND

INNOVATIVE SERVICES THAT IDENTIFY LIVINGSTON COUNTY AS A DESIRABLE PLACE TO WORK, RESIDE AND RECREATE.

CREATE A COMMON . o BRING LOCAL UNITS OF GOVERNMENT TOGETHER FOR SCHEDULED SUMMITS.

BENCHMARK WITH . o USE DATA TO MEASURE PERFORMANCE AND IDENTIFY DEFICIENCIES.

o ENGAGE THIRD PARTY CONSULTANT TO ASSESS FUTURE NEEDS: 5 YEAR, 10 YEAR, 15 YEAR… EXPLORE COOPERATIVE, COLLABORATIVE EFFORTS FOR .

SUPPORT A REALISTIC APPROACH FOR .

PUBLIC SAFETY INITIATIVES AND EVENTS.

USE A TO PROVIDING SAFETY.

HIGH LEVEL OF FROM LOCAL UNITS OF GOVERNMENT IN SUMMITS.

o SUMMITS NEED TO HAVE VALUE AND GOOD INFORMATION.

DEVELOP A PRESENCE WITH REAL SAFETY INFORMATION.

A WITH GOALS AND MEASURES OF SUCCESS IS DELIVERED.

OPPORTUNITIES TO CREATE AND SHOULD BE EVALUATED WHERE CAN BE .

THE BETWEEN AND NEEDS IS NARROWED.

S:\WP\STRATEGIC PLANNING\SAFETY\PS 1 ACTION FINAL.DOCX

PUBLIC SAFETY

GROUP

18

HEALTHY SAFETY

COMMUNITY

LIVINGSTON COUNTY IS COMMITTED TO COLLABORATING WITH COMMUNITY PARTNERS,

BUSINESSES AND THE HEALTH AND HUMAN SERVICES SYSTEM FOR COMMUNITY WELLNESS. ACHIEVE FOR LIVINGSTON COUNTY DEPARTMENT OF

PUBLIC HEALTH.

EVALUATE LIVINGSTON COUNTY’S CURRENT AND NEEDS. o 2014 COMMUNITY HEALTH ASSESSMENT.

DEVELOPMENT of Community Health Improvement Plan (CHIP).

o A.L.I.C.E. (ASSET LIMITED, INCOME CONSTRAINED AND EMPLOYED). o OLSHA NEEDS ASSESSMENT. o HUNGER STUDY. o HUMAN SERVICES AGENCY DATA. o OTHER RELATED ASSESSMENTS.

IMPLEMENT A FOR HEALTH AND HUMAN SERVICES. o QUARTERLY HEALTH AND HUMAN SERVICES NEWSLETTERS.

PRESENT TO THE BOARD OF COMMISSIONERS.

o REPORT ON UNMET NEEDS THROUGH DATA FROM 211 CENTER. o KEEP DASHBOARD CURRENT.

CONTINUE RELATIONSHIP WITH . o INVITE BOARD MEMBER PARTICIPATION.

AND AS A RESULT OF THE VARIOUS ASSESSMENTS.

STRATEGICALLY TARGET TO AS THEY ARE IDENTIFIED.

COMMUNITY PARTNER OF SERVICES.

S:\WP\STRATEGIC PLANNING\10-PS 2 ACTION FINAL.DOCX

19

20

WORK WITH THE ROAD COMMISSION AND OTHER GOVERNMENTS TO FIND A LONG RANGE PLAN TO ADDRESS POOR ROAD CONDITIONS. DEVELOP A COHESIVE POSITION AND LIAISON

TO DELIVER A STRONG MESSAGE THAT ADDRESSES IMPROVING ROAD CONDITIONS.

COMMUNICATE WITH TAXPAYERS ABOUT .

SUPPORT THE ROAD IMPROVEMENT .

EXPLORE COOPERATIVE, COLLABORATIVE EFFORTS FOR WITH THE ROAD COMMISSION.

SUPPORT A REALISTIC APPROACH TO - .

NUMBER OF HITS ON COUNTY WEBSITE SEEKING ROAD .

DEVELOP A PRESENCE WITH REAL TIME ROAD .

LOCAL UNITS SEE .

THE COUNTY AND THE ROAD COMMISSION BEGIN TO .

BOARD OF COMMISSIONERS WEIGHS IN FREQUENTLY AT THE AND LEVELS ON ROAD ISSUES.

S:\WP\Strategic Planning\Roads\11-Roads Strategic Plan - CSJ.docx

21

22

USE TECHNOLOGY WHERE APPLICABLE TO BECOME MORE EFFICIENT AND EFFECTIVE. SUPPORT THE COMMUNITY WHERE POSSIBLE TO ENCOURAGE NEW BUSINESS AND

EFFECTIVE SOLUTIONS EMBRACING NEW TECHNOLOGY THAT ADVANCES THE WELFARE OF

THE COMMUNITY.

CREATE RELIABLE, FAST, SECURE, AND EASY ACCESS TO INFORMATION.

SUPPORT INFORMATION DISSEMINATION.

LEVERAGE TECHNOLOGY TO LOWER COSTS.

CONNECT INTERMEDIATE SCHOOL DISTRICTS.

INCREASE THE NUMBER OF BROADBAND PROVIDERS WITHIN THE COUNTY BY PROVIDING A VERTICAL ASSETS INVENTORY AND AN EDUCATIONAL AWARENESS CAMPAIGN.

INCREASE THE FIBER BACKBONE FOOTPRINT USING REDUNDANCY.

ENSURE INTERNAL AND EXTERNAL CUSTOMERS ACCESS INFORMATION EASILY USING SELF-SERVICE.

COOPERATE AND COLLABORATE WITH NEW AND EXISTING PARTNERS TO SEEK COST SAVINGS WHERE TECHNOLOGY CAN BE SHARED.

BENCHMARK BEST PRACTICES FOR TECHNOLOGY SOLUTIONS AND SHARE THE RESULTS WITH OUR PARTNERS.

S:\WP\Strategic Planning\Technology\Technology Strategic Plan FINAL - CSJ.docx

TECHNOLOGY

23

24

PROVIDE UNDERSTANDING, RESPONSIVE CUSTOMER SERVICE THAT ENSURES EACH INDIVIDUAL IS TREATED WITH COURTESY, DIGNITY, AND RESPECT IN A FAIR AND

EFFICIENT MANNER THROUGH EQUAL ACCESS TO A FAIR AND IMPARTIAL SYSTEM OF JUSTICE. MAINTAIN THE INDEPENDENCE OF THE JUDICIARY WHILE FOSTERING THE

COLLABORATION BETWEEN THE OTHER BRANCHES OF GOVERNMENT AND COMMUNITY AGENCIES TO ACHIEVE EXEMPLARY RESULTS.

CONTINUE TO COLLABORATE AMONGST THE INDEPENDENT ENTITIES THAT ARE INVOLVED IN COURT SERVICES.

LEAD THE COURTS INTO THE FUTURE.

MOVE FORWARD ON IMAGING AND MICOURT IMPLEMENTATION AT FRIEND OF THE COURT AND 44TH CIRCUIT COURT. EXPAND TO OTHER COURTS IN LIVINGSTON COUNTY AS DEEMED APPROPRIATE. o MOVE TOWARDS A PAPERLESS COURT SYSTEM AS PERMITTED THROUGH

COURT RULE AND STATUTE.

WORK TOWARDS A UNIFIED BUDGET.

COLLABORATE PARTNERSHIPS WITH SERVICE PROVIDERS, TREATMENT PROVIDERS, JAIL, COURTS, DHS, CMH, LAW ENFORCEMENT, PROSECUTOR’S OFFICE AND OTHERS TO CONTINUE TO PROVIDE SPECIALTY COURT PROGRAMS AND JAIL DIVERSION PROGRAMS FOR THOSE IN NEED. o IMPROVED COMMUNICATION. o ADD SERVICES AS DEEMED APPROPRIATE, INCLUDING A VETERAN’S COURT.

PROVIDE EXEMPLARY CUSTOMER SERVICE. o COMPLETE ANNUAL SCAO CUSTOMER SERVICE SURVEY.

COURTS

25

CONSOLIDATION OF PHYSICAL LOCATION OF COURT SERVICES, INCLUDE THE LAW CENTER AND JUDICIAL CENTER.

IMPROVED AND ADEQUATE SECURITY AND BUILDING RENOVATIONS (ALSO INCLUDED IN OUR MAJOR PROJECT LIST). o IMPROVED HOLDING CELLS INCLUDING ENTRANCE/EXIT WAYS. o IMPROVED PARKING FOR LAW ENFORCEMENT AND TRANSPORT OF PRISONERS

THROUGH SECURED AREA. o SECURITY IMPROVEMENTS INCLUDING CAMERAS ON EXTERIOR OF BUILDING AND

MONITORS AS FRONT SECURITY DESK. o INITIATE SECURITY ASSESSMENT OF COURT BUILDINGS THROUGH HALL OF

JUSTICE – SCAO.

IMPLEMENTATION OF IMAGING PROJECT AND MICOURTS THROUGHOUT 2015 AT FRIEND OF THE COURT AND CIRCUIT COURT.

IMPROVED SECURITY MEASURES ARE IMPLEMENTED WITHIN THE JUDICIAL CENTER AND LAW CENTER.

IMPLEMENTATION OF A UNIFIED BUDGET. CONTINUED POSITIVE FEEDBACK FROM SCAO CUSTOMER SERVICE SURVEYS

COMPLETED ON AN ANNUAL BASIS.

Chief Judge David J. Reader

Circuit Court Judge

Michael P. Hatty

Probate Court Judge

Miriam A. Cavanaugh

Livingston County Trial Courts 204 S. HIGHLANDER WAY, HOWELL, MI 48843

District Court Judges

Theresa M. Brennan

L. Suzanne Geddis

Carol Sue Reader

S:\WP\Strategic Planning\Courts\Courts Action FINAL.docx

26

27

KEEP AN OPEN LINE WITH THE PUBLIC AND PROVIDE A BETTER FLOW OF INFORMATION

TO THE EMPLOYEES. BE TRANSPARENT IN OUR EFFORTS TO ENGAGE OUR

EMPLOYEES AND THE PUBLIC.

COMMUNICATION LEADERSHIP o FORM A COUNTY COMMUNICATION WORKGROUP TO EFFECTIVELY DEVELOP AND

IMPROVE COMMUNICATION AVENUES. o DESIGNATE A COMMUNICATIONS COORDINATOR TO HEAD A COUNTY

COMMUNICATION WORKGROUP AND PUBLIC INFORMATION CENTER.

MEDIA RELATIONSo MEET WITH MEDIA TO DEVELOP A STRATEGY FOR EFFECTIVE COMMUNICATION. o CREATE A MEDIA TOOLKIT TO STANDARDIZE COMMUNICATION WITH MEDIA AND TRAIN

EMPLOYEES ON PROPER USE. THE KIT WOULD INCLUDE A STANDARDIZED PRESS RELEASE, INTERVIEW DOS AND DON’TS, AND AN ARTICLE CREATION WITH SUBMISSION, AND DISTRIBUTION METHODS.

o CREATE AN INTERACTIVE PORTAL ON THE COUNTY’S WEBSITE OR SHAREPOINT FOR THE MEDIA AND PUBLIC TO ACCESS. THE PORTAL WOULD HOUSE MEETING MINUTES, AGENDAS, AND A PRESS RELEASE REPOSITORY.

COMMUNITY ENGAGEMENTo DEVELOP A “GET TO KNOW LIVCO DAY” AND PARTNER WITH LEADERSHIP LIVINGSTON TO

EDUCATE THE COMMUNITY ABOUT COUNTY GOVERNMENT STRUCTURE AND SERVICES. o ENGAGE LOCAL UNITS OF GOVERNMENTS IN REGULAR CONVERSATIONS REGARDING

SHARING OF SERVICES AND OTHER COOPERATIVE INITIATIVES. o CREATE A COUNTY POSTING SITE WHERE COUNTY DEPARTMENTS ENTER INFORMATION.

THE COMMUNICATIONS COORDINATOR WILL EDIT THE INFORMATION AND POST THESE ‘UPDATES’ TO THE INTERACTIVE PORTAL AVAILABLE TO COMMUNITY PARTNERS AND THE PUBLIC FOR VIEWING AND POSTING.

o CREATE AND STRENGTHEN PARTNERSHIPS WITH COMMUNITY BASED GROUPS TO IMPROVE RESIDENT AWARENESS AND PARTICIPATION WITH LIVINGSTON COUNTY GOVERNMENT.

o POST SURVEYS ON LIVINGSTON COUNTY’S WEBSITE THAT ASK RESPONDENTS ABOUT CURRENT LIVINGSTON COUNTY SERVICES, ADDITIONAL SERVICES THEY WOULD LIKE TO SEE OFFERED AND GAUGE UNDERSTANDING AND PERCEPTION OF COUNTY SERVICES.

28

o CREATE A SOCIAL MEDIA PRESENCE FOR LIVINGSTON COUNTY TO IMPROVE THE COMMUNICATION OF NEWS, EVENTS, AND SERVICES.

o IMPLEMENT AND COMMUNICATE THE RESULTS OF A GOVERNMENTAL BENCHMARKING PROGRAM IN ORDER TO ENHANCE GOVERNMENTAL ACCOUNTABILITY AND TRANSPARENCY.

WORKFORCE ENGAGEMENTo DEVELOP A COUNTY-WIDE POLICY FOR THE USE OF SOCIAL MEDIA AND WORK WITH

DEPARTMENTS TO IMPLEMENT. o EXPAND AND PUBLICIZE THE LIVCOMMUNITY SITE TO INCLUDE INTER-DEPARTMENTAL

NEWS, A PHONE DIRECTORY, DEPARTMENTAL FAQ LIST, AND EMPLOYEE ACCOMPLISHMENTS.

o CREATE A SURVEY FOR EMPLOYEES REGARDING COMMUNICATION EFFICACY.

CREATION OF A AND DESIGNATE A COUNTY COMMUNICATION WORKGROUP

COMMUNICATIONS COORDINATOR.

MEET WITH MEDIA TO DEVELOP A STRATEGY FOR . EFFECTIVE COMMUNICATION

CREATION, DISTRIBUTION, AND UTILIZATION OF THE FOR MEDIA TOOLKIT

STANDARDIZATION MEASURED BY THE COMMUNICATIONS COORDINATOR.

CREATION OF AN FOR THE COUNTY’S WEBSITE OR SHARE-INTERACTIVE PORTAL

POINT THAT CAN BE ACCESSED BY THE PUBLIC AND PARTNERS AND MEASURED USING

WEB ANALYTICS.

CREATION OF FOR LIVINGSTON COUNTY’S WEBSITE AND COLLECT AND SURVEYS

ANALYZE RESULTS.

CREATION OF A “GET TO KNOW LivCo AND PARTNER WITH LEADERSHIP DAY”

LIVINGSTON.

CREATION OF A PRESENCE. SOCIAL MEDIA

IMPLEMENTATION OF A AND QUANTIFY RESULTS. BENCHMARKING PROGRAM

COUNTY-WIDE FOR SOCIAL MEDIA. POLICY

EXPANDED AND PUBLICIZED SITE. LivCOMMUNITY

CREATION OF A FOR EMPLOYEES AND ANALYZE RESULTS. SURVEY

S:\WP\Strategic Planning\14-Communication Strategic Plan.docx

29

Belinda Peters Chris Folts Cindy Catanach Jennifer Palmbos Kevin Wilkinson Melissa Scharrer Mike Murphy Rich Malewicz Ted Westmeier - Facilitator

Allison Nalepa - Facilitator Brian Jonckheere Chelsea Moxlow - Champion Debra Kubitskey Diane Gregor Don Cortez - First Impression Printing Jacob Offerman Jennifer Nash Jennifer Palmbos Kathleen Kline-Hudson Rich Malewicz Sally Reynolds

Belinda Peters Cindy Catanach Dianne McCormick - Facilitator Jeff Boyd - Timer Jennifer Palmbos - Champion Lisa Beth Harvey Margaret Dunleavy Melissa Scharrer Mike Murphy - Scribe Sally Reynolds Ted Westmeier - Facilitator

Bill Vailliencourt Cindy Catanach Hon. David Reader Debra Kubitskey – Champion Jeff LeVeque John Evans Laura Chafy-Rogers - Facilitator Margaret Dunleavy Melissa Scharrer Mike Murphy

Belinda Peters - Champion Bill Sleight Cindy Catanach Dianne McCormick Ken Recker Matt Shane - MSU Extension Phil Santer - SPARK - Facilitator Rob Stanford Rich Malewicz Scott Barb Ted Westmeier

Connie Conklin - CMH Dianne McCormick Elaine Brown Erica Karfonta - OLHSA Lisa Beth Harvey - Champion Nancy Rosso - United Way Renee Wyatt - Red Cross

30

Andy Pless – Howell Fire Bill Vailliencourt Debbie Oberle Jeff Boyd - Champion Kevin Wilkinson - Facilitator Lisa Beth Harvey Matt Bolang Mike Kinaschuk Mike Murphy Pat Hohl - Hamburg Township

Doug Britz Jim Rowell Jodie Tedesco - Road Commission Kathleen Kline-Hudson Ken Recker Kevin Wilkinson - Facilitator Rich Malewicz Steve Wasylk - Road Commission Tom Green - Champion

Bill Vailliencourt - Champion Chelsea Moxlow Diane Gregor Kevin Wilkinson - Facilitator Laura Chafy-Rogers Lisa Beth Harvey Margaret Dunleavy Rich Malewicz

Adam Brown - Facilitator Belinda Peters Bill Sleight Brian Jonckheere Carl Pardon Chris Folts Cindy Catanach Debra Kubitskey Diane Gregor Diane McCormick Doug Britz Hilery DeHate James Duquet Jennifer Nash Jennifer Palmbos Jim Rowell Katrina Maxwell Kevin Wilkinson Mark Johnson Matt Bolang Mike Murphy Mike Smith Rich Malewicz Sally Reynolds Sue Bostwick

31

RESOLUTION NO: 2014-12-354 LIVINGSTON COUNTY DATE: December 15, 2014

RESOLUTION ADOPTING IN CONCEPT LIVINGSTON COUNTY’S 2015 - 2020 STRATEGIC PLAN - ADMINISTRATION / FINANCE / FULL BOARD WHEREAS, the Livingston County Board of Commissioners started a 5-year strategic planning

process in 2013 in which 7 goal areas including Economic Development, Visionary Planning, Safety, Roads, Technology, Courts, and Communications were identified; and

WHEREAS, 10 focus groups were created, including leaders from local units of governments and

institutions, elected officials, judges, department directors, and county employees to create a plan for the future based upon the 7 goal areas; and

WHEREAS, many hours of employee and partner discussions went into the development of action

items and measures of success for each of the goal areas throughout much of 2014, culminating in the creation of the Livingston County Strategic Plan; and

WHEREAS, the 2015 - 2020 Strategic Plan is a living document that is intended to be a 5-year plan

to improve communications, collaboration, partnerships, and the efficiency and effectiveness of delivery of services to all who work, reside, and recreate in Livingston County.

THEREFORE BE IT RESOLVED that the Livingston County Board of Commissioners hereby adopts in

concept the 2015 - 2020 Strategic Plan.

# # # MOVED: Commissioner Lawrence SECONDED: Commissioner Williams CARRIED: 9-0-0