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County of LA Strategic Plan

2016 – 2021 County of Los Angeles Strategic Plan

Creating Connections: People, Communities, and Government

GOAL III. Realize Tomorrow’s Government Today

Our increasingly dynamic and complex environment challenges our collective abilities to respond to public needs and expectations. We want to be an innovative, flexible, effective, and transparent partner focused on public service and advancing the common good.

Strategy III.1 – Continually Pursue Development of Our Workforce
Invest in tomorrow’s workforce today and today’s workforce for a better tomorrow.

Issue Statement: As the largest employer in Southern California, Los Angeles County must work towards attracting and retaining a talented workforce committed to providing public services.

III.1.1 Develop Staff Through High Quality Multi-Disciplinary Approaches to Training:

Implement training models that envision learning and professional growth occurring over time that includes relevant departments, academia, labor, and other stakeholders.

III.1.2 Develop Effective Manager-Leaders:

Recruit, train and equip County executives and managers with the technical, problem solving, and relationship skills characteristic of professional and effective leaders.

III.1.3 Succession Planning:

Implement an executive development plan designed to equip executive level staff to assume leadership of a department.

Strategy III.2 – Embrace Digital Government for the Benefit of our Internal Customers and Communities
Implement technological business solutions to enable County departments to meet their core mission, transform how we share information, and protect the privacy rights of individuals.

Issue Statement: Government has yet to fully leverage big data, information technology, and analytics to enhance its business operations and improve service delivery.
III.2.1 Enhance Information Technology Platforms to Securely Share and Exchange Data:

Establish a shared information management platform to enable County departments to identify common clients, securely share and exchange data to coordinate service delivery, and perform data-driven analytics to achieve outcomes in support of Board Priorities and other Countywide initiatives.

III.2.2 Leverage Technology to Increase Visibility of and Access to Services:

Ensure that each department maximizes the use of technology to raise awareness of available programs and services.

III.2.3 Prioritize and Implement Technology Initiatives That Enhance Service Delivery and Increase Efficiency:

Support implementation of technological enhancements and acquisitions that increase efficiency (e.g. infrastructure, software, hardware, applications) including replacement of legacy systems.

Strategy III.3 – Pursue Operational Effectiveness, Fiscal Responsibility, and Accountability
Continually assess our efficiency and effectiveness, maximize and leverage resources, and hold ourselves accountable.

Issue Statement: Although expansive, the County of Los Angeles’ resources are limited and insufficient when compared to the need. Given this fiscal reality, the County must ensure that resources are expended in a responsible, efficient and strategic manner.
III.3.1 Maximize Revenue:

Implement a process to systematically leverage resources to help fund County initiatives.

III.3.2 Manage and Maximize County Assets:

Maximize use of County assets, guide strategic investments, and support economic development, in ways that are fiscally responsible and align with the County’s highest priority needs.

III.3.3 Measure Impact and Effectiveness of our Collective Efforts:

Develop and operationalize a range of metrics and measures to track implementation and outcomes of this strategic plan and other County initiatives.

III.3.4 Complete Business Continuity Planning:

Complete the development and implementation of Continuity of Government, and Continuity of Operation Plans for the County and County departments, to continue essential services to the public and other government agencies following a disruption of service.

III.3.5 Enhance County’s Cyber Disruption Protocol:

Develop and implement a Cyber Disruption Response Plan that plans for, protects, mitigates, and responds to disruptions to the County’s digital information or technological infrastructure.

III.3.6 Implement a Workplace of the Future:

Develop a conceptual office space model(s) designed to: support the work and/or activities of employees; encourage employee collaboration; increase the amount of available work space within existing space resources; and, improve the health of the workplace environment for employees.

III.3.7 Implement a Protocol to Assess Proposed Board Priorities:

The Executive Officer of the Board shall implement and manage a process for vetting and providing recommendations to the Board regarding proposed new Board Priorities.

III.3.8 Develop an Early Warning Tool:

Develop and test a tool that can help assess the likelihood that a department will experience severe operational and/or administrative challenges negatively impacting service delivery or substantially impeding the Department’s ability to meet its mission.

III.3.9 Enhance County’s Fiscal Strength Through Long Term Planning:

Develop and implement a plan to address the County’s long term unfunded liabilities.

Strategy III.4 – Engage and Share Information with Our Customers, Communities and Partners
Push data and information to internal and external customers, communities, and partners to enable informed decision making and to support partnerships.

Issue Statement: The County of Los Angeles must remain accountable and ensure the public’s trust through transparency, public participation and openly sharing information with its residents.

III.4.1 Solicit Ongoing Customer Feedback:

Each department shall regularly solicit customer feedback (from internal and external customers) regarding the customer’s experience when accessing and/or receiving services.

III.4.2 Share and Publish More Data:

Increase the amount of data regularly published on the County’s Open Data Portal, to support information sharing and public policy research.

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