Performance Improvement
The Performance Improvement Division is responsible for improving organizational performance and maximizing the use of financial resources. This is primarily achieved through a comprehensive strategic planning and program evaluation process. The division is also responsible for grants administration, which entails performing reviews of grant applications and award requirements to protect the County from any permanent financial obligations as a result of accepting grant funds.
The strategic planning and program evaluation process includes the creation of strategic outlines, the design of data collection forms, administrative and outcome-based performance evaluations, and time-study and materials analysis. As a result of these efforts, Ottawa County remains at the forefront in verifying the cost-effectiveness of its programs and services.
Since 2003, evaluations conducted by the Planning and Performance Improvement Department have resulted in $4.4 million in cost savings in those instances when inefficient and ineffective programs were recommended to be consolidated, privatized, or discontinued. In addition, nearly $15 million has been verified as being utilized to administer cost-effective programming and services.
| Cost Savings from Privatizing, Restructuring, or Eliminating Inefficient and Ineffective Programs |
|
| |
Performance Improvement Projects
Outcome-Based Evaluations
Addiction Program Therapy Evaluation (2002)
This evaluation provides information about the Ottawa County Addiction Program Therapy Program that will assist in determining its overall effectiveness and efficiency. The primary program factors analyzed include, but are not limited to, program administration, recidivism, cost.
Cognitive Behavioral Therapy Evaluation (2009)
This evaluation assesses whether the Cognitive Behavioral Therapy (CBT) Program is administered efficiently and whether beneficial, cost-effective outcomes are being achieved. This is accomplished by analyzing administrative and operational program components, as well as completion rates, recidivism rates, and cost. This evaluation revealed that as a result of continuing to contract with Catholic Charities to administer the CBT Program, the County saved nearly $53,000 during fiscal year 2008. Based on the efficient administration of the program and the overall cost-effectiveness it was recommended that the contract with Catholic Charities to administer the Program be extended for an additional two years.
Domestic Violence Evaluation (2002) (7,495KB)
This evaluation report provides insight into the demographic, trend, and relational aspects of this community problem that will assist county leaders with future policy decisions. It also provides a statistical assessment which illustrates the impact that present programs and policies have on the reoccurrence of domestic violence. This data will be used as a benchmark to determine whether new policy decisions reduce the occurrences of domestic violence.
Electronic Content Management System Evaluation (2010)
This comprehensive four-year study documents the cost and benefits of the County's Electronic Content Management (ECM) System. The System is designed to image, manage, archive, and deliver justice system documents in digital/electronic formats. The evaluation includes an assessment of the County’s Return-on-Investment (ROI) using a Time-Study and Materials Analysis, a Cost-Benefit Analysis and a Sensitivity Analysis. The evaluation also documents the intangible benefits of the ECM system that have resulted for employees and individuals involved in the County’s criminal justice system. This study revealed a negative ROI as a result of several factors that have prevented the complete utilization of the ECM system by all departments; however, it was determined through the study that a positive ROI could be achieved in ten years if state legislation is amended that would allow a completely paperless workflow in the courts.
Gatekeeper Program Evaluation (2006)
This 2-Year evaluation provides information about the implementation and administration of the Gatekeeper Program. The program was created to provide holistic (spiritual, physical, emotional, and psychological) in-jail and post-jail programs for inmates as well as personalized discharge plans that would increase the likelihood of successful transition back into the community. Based on the results of this evaluation, it was recommended that the program be discontinued in the fall of 2006.
Parenting Plus Program Evaluation (2007)
This evaluation provides information about the Parenting Plus Program’s success in accomplishing program goals, the relative cost of providing services, and the availability of options that exist to provide program services through other venues. Based on the results of this evaluation, it was recommended that the program be restructured in order to provide services in a more cost-effective manner.
Sentenced Work Abatement Program (SWAP)Evaluation (2007)
This evaluation provides a cost analysis of the SWAP Program during 2006 by assessing the program’s existing and projected fee-for-service, the number of service hours billed, and the County’s cost to administer the program. Based on the results of this evaluation, it was recommended that the fee-for-service be raised in order for the County to avoid funding an amount greater than $20,000 in 2008.
Traditional and Intensive Supervision Probation (ISP) Evaluation (2007)
This evaluation assesses aspects of the Traditional and ISP programs which include demographic information, completion rates, probation requisites, substance abuse assessments, home and office visits, drug and alcohol testing, and probation violations. An assessment of program cost and post-program recidivism rates are also included in this report. Furthermore, it provides a qualitative analysis of the participants’ views regarding treatment, overall accountability, as well as aspects of their retionships with judges and probation officers obtained through a survey of former program participants.
Administrative Evaluations
Attitudes Matter Program Evaluation (2003)
This evaluation provides information about the three-year pilot project involving the Attitudes Matter Program. The program is a prevention-based, social marketing campaign designed to educate parents about juvenile substance-use issues and encourages parents to address these issues with their children. The purpose of the program is to reduce substance-use among juveniles.
Cognitive Behavioral Therapy Evaluation (2008)
This evaluation assesses the administrative effectiveness of implementing the Cognitive Behavioral Therapy (CBT) Program, as well as participation and completion rates, demographic characteristics of program participants, and program cost. This report also includes a summary of self-reported feedback from participants. The results of this interim administrative evaluation revealed that the CBT program is being administered very efficiently. The privatization of CBT instruction also resulted in a $53,508 savings for the County during fiscal year 2007.
Gatekeeper Program Evaluation (2005)
This evaluation provides information about the implementation and administration of the Gatekeeper Program during its first year of operation. The program was created to provide holistic (spiritual, physical, emotional, and psychological) in-jail and post-jail programs for inmates as well as personalized discharge plans that would increase the likelihood of a successful transition back into the community. The overall goal of the Gatekeeper Program is to enhance life-skills where needed in order to deter future criminal offenses.
Inmate Case Management and Treatment Program Evaluation (2009)
This Interim Evaluation Report assesses whether the ICMT Program is administered efficiently. This is the first step in the overall evaluation process of the Program. If it is determined that the program is administered efficiently, the second step will be to complete an outcome-based evaluation that will assess participant recidivism rates to determine whether beneficial, cost-effective outcomes are being achieved. This evaluation measures the extent to which the ICMT Program is achieving the targeted administrative measures. The administrative functions that were measured involved the ICMT Case Manager’s ability to maintain high program enrollment levels, adhere to the program’s target population criteria, and administer the primary components of the program. Also included in this evaluation is an overview of program completion rates, treatment plan completion rates, jail diversions, and program cost.
Mental Health Point-in-Time Study
In February 2009, the results of a three-month point-in-time study were presented to the Mental Health Task Force. That study was compared to a study completed by the Planning and Performance Improvement Department in 2005 to determine improvement in jail diversion. The studies assessed the number of offenders that were diverted from jail by patrol officers and by jail staff because of mental health concerns. The results of the 2009 study were inconclusive since patrol officers and jail staff had not collected the data for the second point-in-time study with the same level of intensity and dedication as had been applied to the first study in 2005.
This report explains the origination of PA 2 Funds, clarifies statutory spending requirements for these funds, describes the County’s historic practices regarding the expenditure of the funds, and provides possible options for the future administration of these funds.
Sentenced Work Abatement Program (SWAP) Evaluation (2006)
This report provides an overview of the Sentenced Work Abatement Program’s (SWAP) benefits, drawbacks, and cost. Furthermore, it provides information about the satisfaction level of the organizations using the program. This report also provides an indication of whether organizations are willing to accept future rate increases to cover actual program expenses.
Sheriff’s Senior Volunteer Program Evaluation (2007)
This evaluation provides information about the implementation and administration of the Senior Volunteer Program during its first year. This program was designed to utilize the services of senior citizen volunteers to perform routine tasks that are typically the responsibility of deputy officers. This allows officers more time to perform law enforcement duties such as road patrol, traffic safety, and criminal arrests.
Sobriety/Drug Courts Evaluation (2006)
This report provides an assessment of the administration and operational performance of the 58th District Court Sobriety Court and the 20th Circuit Court Adult Drug Treatment Court and Juvenile Drug Treatment Court programs, as well as relative program cost.
The Drain Code of 1956, Public Act 40 of 1956 (88KB)
The Planning and Performance Improvement Department is reviewing an overhaul to the Drain Code introduced under House Bill 4552 and Senate Bill 217. The bills would modernize the laws governing the office of the county Drain Commissioner. They also would expand the environmental responsibilities of the Drain Commissioner. The Department performed a review of a similar bill, House Bill 4803, in 2000.
Strategic Planning Model
The Strategic Planning process is designed to provide the framework for evaluating the outcome-based performance and cost-effectiveness of targeted county programs and services. The Strategic Plan is comprised of the following evaluation components:
- Strategic Outline: This outline will identify the target population for whom the program/initiative provides services, goals and objectives that clearly articulate desired outcomes, actions that are or will be undertaken to accomplish the goals, and the output and outcome-based measures that will be used to evaluate the performance and cost-effectiveness of the program/initiative.
- Performance Analysis (Baseline, Benchmark, and Target Measures): This analysis will identify the baseline measures that will be used to evaluate the impact and effectiveness of the program/initiative. Benchmark measures will also be identified to compare the impact of the program/initiative to comparable programs/initiatives in other counties, if available. Target measures will also be identified and used to determine whether the program/initiative is accomplishing its goals and objectives and is being administered efficiently and effectively.
- Cost Effectiveness Model: This model will identify the potential annual cost savings to the County if the program/initiative achieves optimum effectiveness (i.e. successfully accomplishes targeted outcome measures).
- Organization and Workflow Analysis: This analysis will include a diagram of the organizational structure of the program/initiative in order to clearly identify each staff position(s) that is involved in implementation and administration as well as the percent of time that each position will dedicate to administering the program components.
- Program and Dataflow Analysis: This analysis will include a diagram that identifies the specific components of the program/initiative and the sequential flow of the components from the first stage of the program to the last. The diagram may also identify the specific responsibilities of each staff position(s) to accomplish the program components, as well as list the type of data that will be collected for each program component.
- Data Collection: Data collection tools (e.g. surveys, forms, questionnaires) will be developed to obtain the output, outcome, and self-reported data that are necessary to evaluate the performance and effectiveness of the program/initiative.
- Time Analysis: A time tracking system will be developed to assess the amount of time that primary program staff spend to accomplish the goals and objectives of the program/initiative. These data will be used to ensure that the program/initiative is being administrated efficiently and effectively.
Performance-Based Budgeting
Countywide Performance-Based Budgeting
The Planning and Performance Improvement Department is assisting Fiscal Services in ensuring that each County department has outcome measures to accurately depict the performance and cost-effectiveness of their respective programs and services. These measures are used in the County’s Performance-Based Budgeting system and ultimately play an important role in budget decisions related to departmental personnel requests, technology initiatives, and program funding.
As part of this process, the Planning and Performance Improvement Department works closely with departments to develop Strategic Outlines that clearly define their outcome measures of success. The creation of these Outlines is not a quick or simple process. The initial draft of a department’s Outline typically requires a minimum of four to five meetings with department directors. It is also anticipated that each Outline will require revisions over a three year period. This intensive and lengthy process is necessary to ensure the County Board is receiving data that accurately reflects departmental performance and cost-effectiveness, especially if department budgets are dependent on outcome-based success.
Michigan Local Government Benchmarking Consortium
The Planning and Performance Improvement Department is the County’s primary point of contact for the Michigan Local Government Benchmarking Consortium (MLGBC). The MLGBC aims to bring cities, villages, townships, and counties from all over the state together to produce meaningful and relevant performance measures for the purpose of benchmarking. The ability to benchmark against other communities is useful to identifying opportunities for performance improvement and increased cost-effectiveness.
As a member of the Consortium, Ottawa County is requested to complete a comprehensive survey each year. The survey covers a variety of services that include, but are not limited to: law enforcement, parks and recreation, information technology, equalization, and road maintenance. The Planning and Performance Improvement Department is responsible for the collection and compilation of the County’s survey data.
Legislative Analysis
This effort involves working with the County’s lobbyist in Lansing, Michigan to identify legislation which potentially impacts county budgetary authority, administrative authority, or court functions.
Grant Administration
The Planning and Performance Improvement Department is working to improve the county’s ability to monitor and document county grant-making efforts by consolidating the record keeping and administration of all county grants. The administration and oversight of grant-making efforts will include, but not be limited to, the following factors:
- Grant Questionnaires and Applications – The Planning
and Performance Improvement Department reviews grant questionnaires prepared
by requesting county departments prior to the submittal of an application
to a grant-making
entity. The grant questionnaires provide information about the purpose,
duration, cost savings, and future cost implications of the grant. The
grant questionnaire will also be used to determine if the purpose of the
grant
is consistent with existing county and departmental goals.
- Awards/Contracts and Evaluation Components – Further,
the Planning and Performance Improvement Department ensures
the development of outcome-based evaluation components and database designs
before an award or contract is
authorized for any grant that includes a “programmatic” purpose.
- Reporting – The county department that is applying for, and receiving, a grant will be responsible for preparing all performance/programmatic reports and adhering to all financial procedures related to the expenditure and disbursement of funds.
