All right, good afternoon.

Welcome back to our Finance Audit and Budget Committee chaired by myself, Commissioner Ted Terry, joined by committee members, Commissioner Michelle Long Spears and Commissioner Shakira Johnson.

We have our agenda before us today.

Have a couple updates and a couple agenda items.

So we'll just start off first with our meeting minutes from March 10th.

This is item 0569.

If there's no edits or changes, I'll open the floor for a motion.

Motion to approve.

Second.

Motion seconds signal for the discussion.

All in favor of your hands say aye.

All right.

And it says Malden and Jenkins, but it is a it's meant to be the um momentum firm, right?

Yes, the momentum firm uh led by uh the CEO of momentum firm, Lakeisha Ciseg will do the presentation.

Okay.

Um the reason it says Malden and Jenkins, it really role is is taking the report that was done by Malden and Jenkins.

That's right, yes, yes, and working with us to implement it.

Okay, great.

All right, and presentations being passed out now, and CSA come on up.

Welcome back.

Okay, perfect.

Hello, all ready.

Hello.

You let me know when to begin.

Good to see you all.

Good afternoon.

Uh hopefully you have the printout of the report today.

Um, good to see you again.

Lakeisha Sai, managing principal of the momentum firm.

Um, and as COO Zach Williams mentioned, um last September we awarded the contract to help implement uh the Malden and Jenkins operational assessment, which laid out over 250 operational improvement activities uh across 19 departments, and we've been uh sort of shepherding that process along with departments to uh realize progress as early as possible.

And um we promised at the beginning of this process to engage the board um early and consistently, and this is one of our quarterly updates to each one of the committees that have departments um who were assessed aligned to them.

All right.

Today I will uh this has been a pretty consistent format with the other um the other committees that we've presented to this month.

We'll be back in June uh for the next quarterly update, and we will have enhanced some of the items that we're reporting on.

So we're taking note of the different questions that are coming up in each committee, and we'll be refining this report and process for more detail in the future.

And of course, more progress to share in the next time uh you see me, hopefully.

So uh we'll talk a little bit about the operational goals that our process has uh defined, in which we're looking to realize results in.

Um I'll talk about our implementation management process, how that's going, um, and I'll provide an update on um the implementation status of recommendations that uh departments are overseeing.

The departments that are included are up for discussion for the FAB committee or finance, um, the office of man uh the OMB, um, the Office of Management and Budget and Purchasing and Contracting.

Okay.

So just a refresher that following the Malden and Jenkins assessment, you're over 500 pages, like I said, 2006 over 260 recommendations.

Uh, we laid out some change drivers or goals rather that uh the implementation of this assessment is aiming to achieve, and we are uh realizing many results in these areas.

Um some noteworthy things on this slide is uh through this process, we are attempting to do things like reduce year over year internal audit findings, improve customer satisfaction, identify and achieve cost savings opportunities where reasonable, um, uh automate processes and better integrate our technology across the county and enhance our uh data-driven governance capabilities with uh a goal being over a hundred percent of departments reporting KPIs this year.

Um, you know, this this slide just represents the process that we're taking to support departments with planning um or sequencing rather progress.

Um we're taking things into consideration like the type of goals or impact we're attempting to have, as well as the level of effort required and our focus uh for this assessment or implementing this assessment rather is in the uh top quadrant.

So we're looking at the quick wins as defined in the Malden and Jenkins assessment as high impact opportunities that have you know require low effort to implement and major projects, very impactful things, but you know, our heavier lifts to get across the finish line.

Nonetheless, we don't want to lose sight of those because of their impact potential.

It's in the major project area that we anticipate some departments may require additional support.

Um, and we're tracking the types of support that's required and helping overcome those obstacles throughout this process as well.

Um this slide lays out our implementation management process, and I'll just uh bring your attention to what we're actually tracking or monitoring.

And and it's the implementation monitoring table.

It's this uh it's these areas that I said we can continue to enhance as we come back and report.

Uh but so far we're looking at the recommendation status, the projected timeline and rate of progress, uh, the type of additional support needed as reported by departments.

We're looking at the reasons behind why some recommendations are currently being reported as blocked or rejected.

Um, and in the future, we're gonna be able to quantify some of these cost savings as well as um align the number of recommendations met by challenge area so we can start to see uh where and how uh we're making impact and progress.

Uh this dashboard represents um all 18 departments that were assessed.

So you'll see that the 26 266 recommendations for the assessment there across the board.

Currently, there are 59 recommendations that are being reported as met, 11 um blocked across the entire uh organization, um, and over 123 recommendations requiring some sort of additional resource.

So the reason why that number is higher than what's blocked is because there's some recommendations that were reported as in progress, but they still require additional support of some sort in order to complete or meet the recommendation fully.

Um that was across the board.