The Innovation and Performance Division within County Administration was first formed in FY 2020 from existing staff resources formerly allocated to the Office of Management and Budget (OMB) when performance management was an adjunct role within the OMB. With the development of a strategic plan framework in early 2020, the Board of County Commissioners approved the County Administrator's recommendation to enhance the focus and dedicate two positions to innovation and performance. He has tasked the Division with refining, implementing and integrating the community's vision as expressed in the strategic plan framework into the existing performance management system. This strategic initiative changed the focus from basic metrics tracking and reporting by adding the role of organization-wide strategy management.

The strategic plan introduced an improved focus on the alignment of strategy, performance and budgeting by being able to measure progress toward the County Commissions' vision, goals, objectives and initiatives. In addition to setting direction, the enhanced performance-driven strategic focus enables us to evaluate performance in relation to strategic objectives so data on past performance can inform and help improve future performance. The initial data to set the vision, mission, goals and objectives for the strategic plan came directly from the community through stakeholder meetings and the National Community Survey conducted in 2019. The Division's enhanced responsibilities now encompasses two, distinct roles:

1. Performance-Driven Strategic Management - The Division assists with the refinement and implementation of the community's and Board of County Commissioners' vision, goals and objectives found within the County's Strategic Plan. We are assisting with reviewing and defining Initiatives and Actions Steps while monitoring progress toward achieving key intended outcomes on a quarterly basis following a continuous improvement approach. Developing, reviewing and refining the strategic plan while merging it with our performance management focus ensures performance in both strategy and operations. The Division administers a robust Performance Management Reporting System that tracks progress on strategic Initiatives and Action Steps that will achieve identified Goals and Objectives, as well as reviewing and reporting detailed departmental program and service measures and metrics that support our operational objectives. Detailed measures and metrics data have been collected and tracked for several years. As seen in the graphic to the right, measurement and reporting is at the core of the performance management cycle. Performance data is delivered to the strategic plan goal teams, departments and executive team through monthly metrics updates and quarterly dashboard report reviews through scorecards, reports and charts generated from ClearPoint Strategy software. Besides coordinating strategic plan implementation and working closely with aligning budget priorities with strategy via the OMB, the Division performs the evaluation function by participating in benchmarking efforts through the County's membership in the Florida Benchmarking Consortium (FBC), as well as by providing a robust Six Sigma Innovation Program.
2. Six Sigma Innovation Teams - The Division leads organizational efforts related to innovation team projects that improve efficiency, effectiveness and outcomes as identified by the senior executive team and departments. There are two components to work efforts in this program area:
   • Performance Project Teams - These teams undertake operational and process improvement projects that are managed by the Division and completed through cooperative staff teams comprised of subject matter experts and analytical staff tasked with identifying and implementing means and methods to improve performance, efficiency and outcomes throughout our County programs and services. Further program and project details are found on the Six Sigma Innovation Teams page.
   • Training Program - The Division develops, funds, and manages a comprehensive Six Sigma certification program delivered through the Florida Benchmarking Consortium. This includes training and certifying staff in both the Yellow Belt and Green Belt Six Sigma levels while participating in value-added projects. Green Belt projects deliver both the required training to receive certification as well as the hands on experience needed to continue to work on performance improvement projects with other innovation team members.

In addition to the two core functions, the Division's performance analytics and strategy focus lends itself toward acting as a ready resource tasked with assisting when complex problems arise. This is accomplished by delivering as needed analytical, research and special project requests for County Administration. The team assists with anything needing in-depth design, analysis, performance and/or management support assistance, sometimes due to unanticipated events/problems. Recent examples include: developing the COVID-19 pandemic Recovery Plan; standing up a business recovery application process in response to the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act; performing CARES Act quality assurance services on hundreds of applications for business financial relief to assist Recover St. Lucie; and participating in and providing research and support to staff committees, such as the Resiliency Steering Committee. We are available to deliver service, innovation and performance in every way possible! We can and can be reached at:innovate@stlucieco.org or directly at:

Michael Manning, Innovation & Performance Navigator
Phone: 772-295-7383; E-mail:   manningm@stlucieco.org