PROGRAM DESCRIPTIONS

Fiscal Management

Fiscal Management is responsible for countywide financial reporting, publication of annual financial reports and coordination of audits. The division also oversees payroll, accounting functions, and grant management and compliance.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD3.1): Provide guidance and research to departments/offices on how to effectively and efficiently manage grant funds and ensure overall grant compliance (GG ‐ Efficient and Responsible)

 Priority 2 (AD3.2): Create financial accountability and transparency to our citizens by providing efficient central accounting services (GG ‐ Constituent Experience)

 Priority 3 (AD3.3): Provide accurate and timely payments that exceed regulatory guidelines (GG ‐ Efficient and Responsible)

2023 Allocation Of Resources

% of vendor invoices approved and paid within 4 business days

Internal services survey results (of county staff that manage grant funds) website

Note: an “x” included in a performance metric data field means that data has not historically been reported. The business plan includes many new performance metrics where the department will capture and report data going forward.

Performance Management and Budget

Performance Management and Budget handles budget development and supervision of the county budget, bond issuance and compliance, debt management, performance improvement and tracking. The division also supports data research, development, and presentation internally and for county residents.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD1.1): Develop a culture of data‐informed decision making and continuous improvement, resulting in more efficient and effective services (GG ‐ Improve Effectiveness)

 Priority 2 (AD1.2): Lead the county’s budget and financial plan development, execution, and monitoring activities (GG ‐ Improve Effectiveness)

 Priority 3 (AD1.3): Improve data governance and transparency across St. Louis County (GG ‐ Improve Effectiveness)

Procurement supports purchasing county‐wide, administers the Office of Minority/ Women‐Owned Business development and enforces prevailing wage standards.

Priorities and Performance Metrics:

 Priority 1 (AD9.1): Develop processes and structures to make purchasing goods and services for the county efficient, understandable, and accurate for both end‐users and vendors (GG ‐ Efficient and Responsible)

 Priority 2 (AD9.2): Minimize paperwork and streamline online access to required forms (GG ‐ Constituent Experience)

Risk Management and Insurance oversees all issues of employee safety including education and response to occurrences/events that may involve county residents.

 Priority 1 (AD4.1): Provide education, reminders, and assistance to departments to increase health and workplace safety and prevent incidents (GG ‐ Efficient and Responsible)

 Priority 2 (AD4.2): Streamline risk management reporting and investigation process to mitigate high financial impact (GG ‐ Improve Effectiveness) work per 1,000 costs incurred from workers comp claims (lost time, medical and/or lump sum payments)

$ paid out in for injuries at work – lost time and/or lump sum

$ paid out for medical only

Personnel

The Personnel division engages on all human relations issues for County staff including benefits, retirement plans, EEO matters and countywide education on personal and professional development with a goal to foster belonging, justice, and equity.

Strategic

 Priority 1 (AD10.1): Transform Human Resources (HR) to optimize processes, improve service quality, reduce costs, and increase employee satisfaction (GG ‐ Improve Effectiveness)

 Priority 2 (AD10.2): Cultivate a positive, fulfilling, and engaging employee experience (GG ‐ Improve Effectiveness) directly impacted by the HR

Treasury

The Office of the Treasurer oversees financial investments for the County, the administration of municipal sales taxes, county banking relationships and cashiering staff.

 Priority 1 (AD2.1): Maintain the highest of fiduciary obligations in the management of cash and all financial systems with significant attention towards early warning systems that could indicate any financial irregularity countywide (GG ‐ Efficient and Responsible)

 Priority 2 (AD2.2): Develop high‐quality cash control and management processes with targeted education across county departments (GG ‐ Efficient and Responsible)

 Priority 3 (AD2.3): Build capacity to better operate as the fiduciary agent between St. Louis County and municipalities (GG ‐ Efficient and Responsible)

 Priority 4 (AD2.4): Create an accessible payment process focused on easy customer interaction for Sunshine requests (GG ‐ Efficient and Responsible)

AD2.2: End user survey (assessed through an internal services survey)

AD2.4: Reduction of manual payment entries

Records Management

The Records Center provides archiving and destruction, imaging services and document management for all county departments in accordance with state statutes and county ordinances.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD7.1): Maintain a high standard of record and document retention to increase records management efficiency and create a positive environmental impact (GG ‐ Efficient and Responsible)

 Priority 2 (AD7.2): Improve the ease of accessibility and transparency for staff and residents (GG ‐ Constituent Experience)

Recycled # of boxes completed document requests from departments completed sunshine request documents

General Services

General Services oversees all mail and courier services, including Central Receiving for distribution to all county facilities.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD8.1): Provide consistent and accurate services to county government offices with a high level of staff professionalism (GG ‐ Efficient and Responsible)

CAPS (County Administrative Processing System)

CAPS handles integrated electronic financial, procurement and HR systems including support services for all county staff.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD5.1): Provide strong management, maintenance, education, and support of the financial and human resources needs for the county (GG ‐ Efficient and Responsible)

 Priority 2 (AD5.2): Modernize systems and innovate structural approaches (GG ‐ Efficient and Responsible)

ERP system

Customer Service 311

Customer Service 311 is the central information hub for county residents to receive answers to general questions as well as connections to county departments for more specific needs.

Strategic Priorities and Performance Metrics:

 Priority 1 (AD6.1) Consistently provide a reliable, accessible, and citizen‐focused customer service experience to exceed citizen’s expectations (GG ‐ Efficient and Responsible)