►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
Indivisible
with
liberty
and
justice
for
all
next
up,
we'll
move
on
to
the
approval
of
the
minutes.
If
there
aren't
any
corrections
or
changes,
do
we
have
a
motion
for
the
committee
minutes
dated
january
25th,
2022
motion
by
commissioner
loop
support
by
commissioner
joliette.
All
those
in
favor
signify
by
saying
aye
aye
opposed
motion
carries
next
up,
we'll
move
on
to
the
approval
of
the
agenda.
Do
we
have
a
motion
motion
by
commissioner
loops
support
by
commissioner
gershenson?
B
All
those
in
favor
signify
by
saying
aye
aye
opposed
agenda's
approved
next
up,
we'll
move
on
to
public
comment.
This
is
our
first
public
comment
portion
that
is
for
items
related
to
the
agenda
at
this
time.
I'll
open
public
comment.
Is
there
anyone
from
the
public
who
would
like
to
address
the
legislative
affairs
and
government
operations
committee
this
morning.
B
All
righty
see
none.
I
will
close
public
comment.
Given
we
don't
have
any
communication
items,
consent
agenda
items
move
on
down
to
our
regular
agenda.
We've
got
first
agenda
item
a
board
of
commissioners
appointment
to
ochn
interviews
at
this
time
for
the
interview
portion,
I'd
like
to
request
that
cameras
be
turned
off.
D
B
Just
as
a
little
recap
during
our
last
lago
meeting
last
month,
we
reviewed
multiple
different
applications
and
resumes
for
two
seats
on
the
ochen
board,
and
during
that
last
meeting
we
narrowed
down
four
different
applicants,
and
this
morning
we
interviewed
four
different
individuals.
There
were
two
individuals
that
we
interviewed
for
filling
the
seat
of
representing
agencies
working
in
mental
health.
D
We
did
have
original
deadlines
for
applications
to
these
positions
that
we
extended
because
of
the
insertion
of
board
members
that
were
coming
up
for
their
term
to
be
ended.
So
we,
as
a
committee,
did
approve
accepting
applications
for
a
time
period
longer
than
normally
given
out
to
the
public.
So
I
just
wanted
for
that
part
to
go
on
record
in
case
there's
any
type
of
consternation
about
that.
Absolutely.
B
B
Not
only
has
this
board
always
been
significant
here
in
oakland
county,
but
especially
in
light
of
the
pandemic
and
just
the
mental
health
concerns
and
needs
that
we've
seen
become
even
more
exacerbated
in
light
of
the
pandemic.
So
I
would
like
to
say
again
that
we
truly
do
appreciate
and
thank
all
those
individuals
who
did
apply
and
expressed
interest
in
serving
on
the
ochn
board.
B
Four
years,
one
nay
motion
carries.
Thank
you.
Everyone!
Next
up,
we'll
move
on
to
item
b
of
our
regular
agenda
human
resources,
other
action
extension
of
certified
eligibility
list.
Do
we
have
a
motion
motion
by
commissioner
joliet
support
by
commissioner
lubes,
and
I
believe
we
have
valerie
jefferson
here
with
us
this
morning
so
good
morning,
valerie.
B
A
E
Yes,
I
would
like
for
the
this
is
my
first
time
doing
this
as
a
matter
of
fact,
and
I'm
excited
and
I'm
nervous.
At
the
same
time,.
E
C
C
C
B
Valerie
I
do
have
a
quick
question,
is
the?
How
long
is
the
extension.
E
Okay,
so
the
eligibility
lists
right
now.
They
are
always
good
for
six
months
under
the
merit
rule
and
what
we
had
been
doing
was
allowing
the
department
we
now
have
it.
Every
department
has
a
six
month
eligibility
list
only
the
sheriff's
department
we
would
like
for
them
to
extend
theirs
for
the
one
year
because
of
their
background
checks.
E
D
And
thank
you
miss
jefferson
for
coming
before
us
today.
I
just
have
a
quick
question
because-
and
it's
more
so
in
regards
to
hr
procedures,
eligibility
lists
or
letters
in
the
past
have
been
sent
out
to
applicants
that
have
come
before
me
to
say
I
was
told
I
was
eligible
or
I
passed
the
initial
test
and
I
never
heard
from
the
county
again
these
people
on
this
list
will
they
be
updated
to.
D
A
E
D
So
just
a
suggestion,
if
that's
a
case
in
point
at
all
in
any
means
or
any
ways,
just
to
communicate
with
our
our
people
that
apply
a
little
bit
more
succinctly.
Thank
you.
E
F
Thank
you.
Maybe
you
can
educate
me
a
little
bit
because
I
know
some
people
that
have
applied
for
these
positions
and
it's
my
understanding
that
these
people
need
to
go
through
a
training,
that's
required
by
the
county,
to
be
eligible
to
apply
for
some
of
these
positions.
F
E
That
I'm
not
sure
of,
but
we
do
not
handle
that
aspect
of
it.
They
have
to
contact
the
local
community
college
and
it
lets
them
know
of
the
msctc
and
what
happens
is
when
they
apply
they.
Let
the
school
know
give
oakland
county
access
to
view
that.
F
Okay,
because
there
are
there's
a
specific
applicant,
that
I
know
that
did
that
and
is
concerned,
because
the
hiring
process
is
taking
so
long.
His
test
will
expire
and
he'll
have
to
redo
it,
and
I
didn't
know
if
that
addressed
this
or
not.
This
resolution.
E
No,
it
will
not
okay,
but
do
me
a
favor
when
we
get
off
of
send
me
a
message
and
let
me
know
the
applicant's
name,
so
I
can
see
where
he's
at
in
the
process.
A
B
B
G
Good
morning,
commissioners,
I'm
presenting
this
on
behalf
of
april
lynch
as
you're
aware
oakland
county
current
position
of
equalization
officer
posted
as
an
open,
competitive
examination
which
opened
on
december
6th
of
2021,
and
in
that
time
we've
received
five
applications
and
only
two
of
which
met
the
requirements
to
be
placed
on
the
certified
eligibility
list.
G
B
Thank
you
heather,
commissioner
loops,
followed
by
commissioner
gershon.
G
I
believe
it's
december.
Thank
you
so
much.
C
Good
morning,
heather
good
morning,
so
was
this
reviewed
in
the
compensation
study.
G
It
was
when
we
pulled
the
point
factor
evaluations
that
management
advisor
had
assigned
to
it,
which
we
only
received
access
to
once
the
board
commissioners
approved
the
compensation
classification
study.
C
G
Absolutely
so
the
four
factors
that
we
are
looking
at
increasing
our
factor,
one
which
is
organizational
responsibility
and
this
factor
takes
into
account
the
responsibility
for
the
classification.
G
C
G
C
G
Level
eight
would
be
a
director
of
a
small
department
level.
Nine
would
be
director
of
a
large
department,
and
then
it
goes
up
to
deputy
ceo
top
administrator
or
ceo
got
it.
Thank
you.
The
second
factor
we're
looking
at
increasing
is
mathematical
requirements.
G
G
The
statistical
analysis
and
the
the
maths
required
of
the
equalization
division
are
quite
a
bit
higher
than
simple
percentages
and
ratios,
so
we
feel
that
would
be
more
appropriate
to
increase
that
factor.
G
It's
currently
placed
at
level,
seven
meaning
the
classification
reads:
technical
journals,
abstracts
and
financial
reports
and
speaks
to
professional
groups.
However,
the
equalization
officer
reads
and
interprets
proposed
and
newly
passed
state
property
tax
laws
and
provides
an
explanation
and
guidance
to
high-level
political
and
economic
groups,
as
well
as
schools
and
professional
organizations.
G
B
Do
you
have
deputy
sean
carlson
here
with
us,
mr
carlson,
would
you
like
to
give
any
additional
insight
yeah.
H
H
Very
critical
role,
I
think
it
was
earlier
asked
there
is
a
vacancy-
it's
not
uncommon
in
hr
or
government
that
if
somebody
is
in
a
position
for
a
long
period
of
time
and
that
there's
a
vacancy
that
the
market
has
changed,
although
there's
compensation
studies
that
are
sometimes
done,
the
reality
of
it
is
is
when
you
actually
have
people
bidding
for
a
job
and
what
are
those
salary
requirements?
This
is
a
big
job
of
in
the
county.
Has
many
employees,
I
think
over
80
employees
in
the
division?
H
A
very
critical
role
externally
facing
very
important
in
regards
to
interpreting
headley,
as
you
all
know,
is
a
very
difficult
concept
in
itself
sometimes
serves
somewhat
as
an
economic
analysis
person
for
the
county
as
well.
So
a
very
critical
role,
but
I
think
my
point
is:
is
that
the
jobs
and
heather
mentioned
it
as
the
applications
came
in?
We
found
out
that
hey.
We
need
to
reassess
this
this
position.
So
we
we
100
endorse.
What's
what's
in
front
of
you.
B
Okay,
thank
you.
W
carlson,
commissioner
juliette.
F
Quick
question:
I
completely
agree
that
it
is
a
critical
position
and
impacts
us
financially.
Were
there
any
studies
or
looking
at
surrounding
counties
that
are
our
size
to
see
what
similar
positions
are
getting
paid.
G
We
do
have
some
local
market
compensation
information.
We
looked
at
not
only
our
local
counties,
also,
some
of
the
larger
cities
in
the
area
within
the
city
of
detroit,
the
deputy
chief
assessor,
has
a
maximum
salary
of
158
039
dollars,
the
city
of
ann
arbor's,
assessor
services,
manager.
Pardon
me
they've
got
long
titles.
The
maximum
salary
is
152
740
wayne
county's
position
is
138
345.
G
The
city
of
grand
rapids
is
maximum
of
133
432.,
so
when
we
would
look
at
the
the
population
of
the
area
as
well
as
the
the
whole,
the
assessing
program
as
a
whole.
B
B
So
any
of
the
documentation
that
was
utilized
for
the
increase
of
the
ten
percent
of
this
position,
so
any
studies
or
supported
documentation
was
there
any
that
were
attached.
With
this
item.
G
B
B
Yays
zero
nays
motion
carries
thank
you
so
much
heather
for
joining
us.
Thank
you
all
righty.
Next
up
we're
on
to
item
number
d,
which
is
human
resources,
resolution
for
the
transfer
of
positions
and
deletion
of
the
central
services
department
and
for
the
creation
of
performance
management
positions.
Do
we
have
a
motion
motion
by
commissioner
joliet
support
by
commissioner
lubes
and
I
believe
we've
both
got
deputy
sean
carlson
here
and,
I
believe,
exactly
deputy
hillary
chamber.
So
hillary,
if
you
want
to
come,
join,
feel
free
as
well.
I
Thank
you.
Thank
you.
This
is
a
reorganization
that
we
have
been
planning
really
for
well
over
a
year
in
terms
of
how
we
analyze
the
department
structure
and
the
deputy
structure.
So
it
really
starts
with
evaluating
how
we
wanted
to
handle
the
central
services
department
once
dave
van
der
veen
retired,
and
so
we
thought
it
would
be
the
most
efficient
way
to
restructure
and
sean
will
describe.
I
You
know
the
background
there
in
terms
of
why
we
thought
we
could
eliminate
a
director
position
and
send
you
know
both
sections
of
central
services
to
other
areas
where
they
better
aligned
and
then
that
would
free
up,
because
we
always
want
to
come
to
you
with
the
resources
to
pay.
For
you
know,
new
positions
that
would
free
up
some
funds
for
us
to
really
focus
in
on
two
critical
positions
to
our
performance
management
system
that
we
began
to
talk
to
you
about
almost
two
years
ago,
when
sean
presented
the
first
budget
under
his
tenure.
H
Yes,
so
in
the
reorganization,
so
the
central
services
right
now
has,
I
believe,
three
divisions,
the
garage,
the
mail,
mail,
room
and
records
retention
and
then
also
the
airport.
The
airport
is
an
external
facing
organization.
Obviously
we
feel
that
this
best
realign
with
economic
development
it
presents
and
is
economic
development
in
its
outright
in
regards
to
the
activity
that
takes
place
so
we're
looking
to
have
that
division
fall
under
economic
development.
H
Those
are
internal
facing
organizations
and
we
believe
that
there
will
be
more
operational
efficiencies
garnered
falling
under
the
facilities
department.
So
that
is
the
rationale
of
why
we
put
the
divisions.
What
we're
proposing
I'll
stop
there
for
a
second.
C
Thank
you,
mr
carlson,
so
I'm
very
familiar
with
sheryl
bush
and
the
great
work
that
she
does
over
at
airports.
I'm
excited
about
that
and
then
the
switch
over
of
garage
mail,
room
records
retention
to
facilities
seems
to
make
sense,
so
that
would
go
under
ed
joss
over
in
facilities
and
then
is
that
a
new
position
you're
suggesting
to
handle
those
three
entities.
H
Well,
the
the
current
division
managers
would
then
just
report
with
the
mail
room
and
retention,
as
well
as
the
garage
they'll
just
report
to
ed
joss,
and
then
cheryl
will
report
to
myself.
I
I
got.
I
H
C
So
there's
no
salary
impact
with
making
this
no
yeah
sounds
good.
Okay,.
H
This
is
example
of
good
government
of
understanding.
Certainly
there
might
have
been
measurements
of
aaa
rating
and
fund
balance,
but
kpis
is
much
more
than
just
those
two
items.
Kpis
is
understanding
what
we're
doing
in
each
of
the
departments.
What
services
are
we
providing
to
our
cities,
villages
and
townships
to
our
residents,
to
our
businesses
and
understanding
and
measuring
and
being
accountable
and
putting
and
being
transparent
with
that?
H
So
we
introduced
those
concepts
24
months
ago
and
then,
as
we
brought
on
our
new
budget
director
kyle
jenn,
we
started
leaning
into
kpis
and
last
year,
starting
in
january,
after
dave,
coulter
was
elected
for
a
four-year
term.
We
leaned
in
and
worked
on
establishing
a
vision
and
a
mission
for
this
county
as
well
as
objectives
and
how
those
flow
kpis
you'll
hear
that
terminology.
H
But
I
want
people
to
understand
that
there's
community
indicators
that
are
key
performance
indicators
as
well,
but
we're
differentiating
by
calling
them
community
indicators
that
we're
measuring
progress
as
it
relates
to
outside
of
the
county
government
and
then
there's
departmental
kpis
key
performance
indicators,
and
then
we
also
went
through
a
process
called
service
level
inventory,
sometimes
in
government.
There
can
just
be
this
routine
that
just
perpetuates
and
people
don't
really
even
understand.
20
25
years
ago
you
might
have
been
providing
a
service.
H
Did
anybody
raise
their
hand
and
say
we
don't
do
that
anymore
with
the
technology.
So
it
was
very
important
for
us
to
do
an
analysis
in
each
department
and
ask
that
question.
What
are
we
doing?
Why
are
we
doing
it?
Does
it
still
need
to
be
done
if
it
does,
how
can
we
enhance
it
and
how
can
we
make
it
better?
H
We
have
to
be
good
stewards
of
the
tax
dollars,
so
we
see
this
very
much
as
a
budget
part,
but
it's
much
more
than
a
budget
part.
True
kpis,
if
they're
done
correctly,
is
really
the
mark
of
a
good
government
and
not
very
many
governments
or
municipalities
really
embrace
measuring
their
performance
and
putting
it
out
to
the
public
to
how
they're
doing
and
how
they're
performing.
But
we
think
it's
important
and
what's
also
important
about
this
as
we
establish
this,
it's
the
process
of
establishing
kpis
too
real
kpis.
H
If
they're
working
isn't
everybody's,
always
in
green,
the
real
value
comes
when
sometimes
we
might
see
something
in
red
or
yellow
and
I'm
using
a
color
chart,
and
you
might
be
familiar
that
if
you're
not
meeting
your
goal,
but
that's
when
people
come
together
and
strategize
where
the
director
strategize
with
the
managers
and
the
division,
directors
and
so
forth.
What
are
we
doing
wrong?
H
What
do
we
need
to
do
differently,
and
some
of
this
is
strategizing
with
our
strategic
partners,
whether
that
be
automation,
alley
or
semcog
or
waterford
township?
Whatever
the
case
is,
what
do
we
need
to
do
and
that
collaboration
builds
synergies
and
how
to
understand-
and
so
that's
really,
the
essence
of
of
kpis
is
building
that
synergies.
It's
not
just
simply
measuring
in
itself.
H
What
do
we
need
to
do?
What?
How
do
we
need
to
have
a
focus?
There's
a
lot
of
briefings
that
will
take
place
internally
externally
and
over
here
with
the
commissioners
and
how
we're
doing
so.
These
two
positions
that
we're
asking
for
in
place
of
of
mr
van
der
veen's
vacancy
will
help
us
lift
the
key
performance
indicators
and
very
critical
to
the
success
of
this
program.
I
I
He
undertook
this
effort
in
baltimore
and
we've
really
been
relying
on
him,
so
he's
been
doing
all
of
the
training
of
all
of
our
department
directors
and
then
all
of
the
workshopping,
with
the
ones
that
have
gone
through
it,
and
so
we
kind
of
feel
an
urgency
to
bring
on
these
individuals
so
that
they
can
also
be
trained
by
him
and
take
the
lead
going
forward
so
that
we
can
have
this
embedded
in
our
organization
and
we're
not
reliant
on
outside
consultants.
To
do
this.
I
B
Thank
you
so
with
that
being
said,
so
it
is
my
understanding
that
the
executive
office
will
continue
to
retain
mr
van
der
veen
as
a
part-time
project
advisor
base
pay
of
36
952.
I
Well,
thank
you
very
much
for
that
question.
You
know
to
a
certain
extent,
we're
here
in
february,
as
opposed
to
last
august,
because
none
of
us
really
wanted
dave
vanderveen
to
retire.
He
has
been
a
you
know,
a
very
loyal,
talented
director
under
numerous
administrations,
and
we
value
his
experience,
his
judgment
and
his
wealth
of
knowledge,
and
so,
when
you
know
we
got
to
the
time
period
where
it
really
made
sense
for
him
to
retire.
I
We
certainly
talk
to
him
about
wanting,
to
the
extent
that
it's
possible,
with
his
retirement
plans,
to
continue
to
leverage
his
expertise
and
his
experience,
and
so
you
know
I
would
say
to
you
that
that
is
a
work
in
progress
in
terms
of
the
time
that
he's
able
to
spend
and
in
terms
of
the
projects
that
we
have.
As
you
know,
his
assignment
as
the
county
executives
person
on
the
parks
is
something
that
he's
passionate
about
he's
really
knowledgeable
about.
I
We
want
to
keep
using
his
efforts
there
and,
of
course
you
know
his
whole
entire
career
has
been
dedicated
to
that
airport.
So
you
know,
having
him
serve
on.
The
airport
committee
makes
perfect
sense
to
us.
There
is
no
conflict,
as
many
of
you
know.
Dave
is
older
than
59
and
a
half,
and
he
also
is
part
of
the
db
plan,
so
he
doesn't
trigger
any
need
to
have.
You
know
that
kind
of
separation
that
the
county
ran
into
when
they
had
the
issues
with
the
irs
several
years
ago.
I
So,
thank
you
very
much
for
clarifying
that.
So
you
know,
I
think,
how
long
it
goes,
how
many
hours
a
week
it
is
it
really.
It
really
depends
on
the
the
needs
that
the
county
executive
has
for
his
experience,
but
you
know
I
don't
want
to
when
we
have
someone
who
have
served
so
long
and
has
so
much
experience
around
the
county
on
so
many
issues,
it's
nice
to
be
able
to
know
that
he
still
wants
to
stay
engaged
with
you
and
that
you
have
him.
You
know
available
to
serve
the
county
executive,
yeah.
H
And
there's
some
pending
there's
some
some
pending
litigation:
that's
at
the
airport,
that's
very
critical
to
maintain
his
expertise
and
that
value
so
job
knowledge
transfer
is
very,
very
important
to
us.
B
Excellent,
thank
you
just
in
regard
to
kpis.
So
I
understand
that
is
our
performance
management
software
system
that
will
be
utilized
to
create
internal
external
dashboards.
Do
we
know
if
that's
been
purchased
developed
yet
and
then.
My
second
question
in
regards
to
kpis
is:
is
there
a
timetable
for
the
implementations.
H
Yes,
the
software
we
piggybacked
off
of,
I
believe
one
of
I'm
not
sure
if
it
was
a
gsa,
contract
or
or
my
deal,
but
I'll
have
to
verify
that.
So
we
use
that
as
our
opportunity
we
did.
We
did
review
a
couple
of
different
softwares
and
we
settled
on
geez
a
lot
of
clearpoint.
There
was
a
lot
that
had
clear
in
their
name,
so
I
just
want
to
make
sure
so.
Clearpoint
was
the
one
that
we
selected.
H
It
won't
be
seamless
in
the
beginning,
because
it's
it's
going
to
be
new
for
every
department,
but
uploading
that
documentation
and
those
statistics
will
will
be
important
for
for
every
every
department.
I
Extensive
process
because
they're
building
out
you
know
the
dashboard
and
the
internal
mechanisms,
and
what
you'll
find
is
that
we're
spending
a
lot
of
time,
making
sure
that
if
we
establish
a
measurement,
we
know
how
we're
going
to
measure
that
and
that
data
is
regularly
available.
So
andrew
has
been
working
with
the
directors
to
make
sure
like.
I
If
you
establish
this
as
a
one
of
the
five
department
level
goals,
you
know
what
is
your
data
source,
and
so
that's
why
the
second
position
here
the
data
and
analysts
is
really
critical,
because
you
know
there
is
a
breadth
of
you
know.
We
we're
hopeful
that
each
department
will
have
five
headline
kpis,
and
that
means
that
there's
a
measurement
for
every
kpi,
then
they
go
through
the
process
of
identifying
their
services
for
every
service.
There's
five
kpis!
I
I
You
know
there's
five
questions,
that
they
have
to
ask
themselves
and
have
data
for
all
of
that,
so
it
will
be
kind
of
rolled
out
over
time
and
that's
why
you
know
right
now:
it's
kind
of
been
a
team
effort
with
the
directors
and
I.t
and
communications
and
that's
why,
having
someone
kind
of
lead
this
and
having
a
data
person
is
so
critical
to
our
being
able
to
kind
of
accelerate
and
finish
the
process.
I
B
I
Cost
of
the
software
will
come
out
of
the
executive
budget,
the
cost.
So
that's
the
you
know
that
that's
a
lot
of
the,
so
it's
not
a
lot
of
cost.
Interestingly,
when
sean
mentioned
the
budget.
I
Ultimately,
our
goal
is
to
have
a
budget
that
we
present
to
you
that
actually
it
will
be
similar
to
our
kpis
because
we'll
have
it
by
service.
So
that
way
the
the
budget
will
be
broken
down
by
service
so
that
you'll
be
able
to
see
how
we're
performing
when
you
evaluate
how
much
we're
spending,
so
that
really
is
kind
of
in
the
out
year
planning.
But
that
is
the
ultimate
salute.
You
know
the
ultimate
is
to
have
our
budget
connected
to
our
kpi,
so
so
separate
from
what
we're
doing.
H
I
think
that
will
make
a
more
informed
budget
process
as
well
as
the
finance
committee
is
having
those
multiple
with
all
the
county
executive
departments
and
electeds
to
you
know
where,
where
is
the
performance,
but
I
want
to
hesitate
there.
I
don't
believe
the
electeds
have
kpis
it's
a
county,
exactly.
B
Well,
I
appreciate
you
clarifying
commissioner
gershon,
followed
by
commissioner
julia.
C
Yeah,
oh
thank
you.
I
I
mean
I
I
read
all
the
material
and,
of
course,
was
left
pondering
what
is
kpi.
I
need
you
to
repeat
that.
I
need
you
to
explain
it
and
I'm
sure
it's
going
to
be
an
ongoing
process,
because
it
it
is
very
a
very
complicated
concept,
especially
to
those
of
us
who
are
not
in
that
who
aren't
dealing
with
that
type
of
of
thinking.
Really.
I
Yes,
and
thank
you
very
much
for
that
question
because
I
did
want
to
also
clarify
that
it
really
is
a
a
work
in
process
in
terms
of
understanding,
and
it's
very
going
to
be
really
important-
that
we
take
our
time
as
it
relates
to
our
employees
as
well,
because
you
know
when
we
say
performance
management
system,
we
want
to
make
sure
that
people
understand
that
we're
trying
to
create
a
learning
culture.
It's
not
a
punitive
system.
So
it's
not
about
performance
evaluation
per
se.
I
It
is
about
how
do
we
as
an
organization
perform
better,
so
it
really
is
probably
going
to
be
a
series
of
briefings
as
we
work
our
way
through
this
process.
The
first
sessions
that
paddy
and
I
have
discussed
with
with
commissioners
who
are
interested
is
more
to
start
talking
about
the
strategic
framework
and
the
external
goals
that
we
see
for
the
county's
future,
in
terms
of
when
you
think
about
what
we
need
to
accomplish
to
preserve
our
prosperity,
whether
it's
environmental
sustainability
or
our
workforce.
I
It's
it's
to
really
kind
of
engage
with
you
around
what
the
county
executive
sees
as
those
external
facing
goals
and
ways
that
you
might
measure
our
external
process,
whether
it's
labor
market
participation
or
the
investment
in
the
county.
So
that's
kind
of
the
first
thing
we
want
to
talk
to
you
about.
I
We
will
reference,
how
some
of
the
kpis
stem
from
that,
but
that
will
be
kind
of
a
later
time
period
when
we
start
to
get
when
these
positions
are
in
place,
and
we've
made
a
little
bit
more
progress,
also
keeping
in
mind
that
we
have
four
or
five
departments
that
are
actually
at
the
beginning
of
the
process
and
they
start
their
training.
In
march.
C
That's
very
interesting
and
I'm
really
glad
you're
taking
the
time
to
be
sure
the
commissioners
are
up
to
date
on
this
also
back
to
the
dave
van
der
veen,
it's
it's
listed
on
here
that
he
will
have
a
part-time
salary
and
then
it
is
also
listed.
The
hourly
rate
I
mean
that
it
will
be
hourly.
So
can
you
just
clarify
for
me?
Does
a
part-time
position
indicate
that
it's
a
thousand
hours?
Is
that
part
of
a
part-time
position
or
how
does
the
thousand
hours
play
into
it?
The.
I
I
C
That
wasn't
really
clear,
but
I
appreciate
that.
Well,
I
think
this
is
very
exciting.
I
mean
I
can't
tell
you
how
many
times
I've
heard
about
a
system
in
place
that
is
so
old
and
that
needs
to
be
updated.
C
So
this
is
really
exciting
that
we're
going
to
be
looking
at
all
those
processes
and
seeing
what
works
today,
it's
a
very
different
world
we
live
in
today,
especially
you
know,
after
covent
and
people
working
at
home
and
and
and
all
the
changes
we've
been
sued.
So
I
think
it's
it's
a
very
exciting
opportunity.
I
certainly
look
forward
to
becoming
a
little
bit
more
knowledgeable
about
it.
F
You
I'm
all
for
performance,
review
and
measuring
outcomes,
and
that
kind
of
thing-
and
I
know
that
this
is
a
work
in
progress,
but
once
it
gets
up
and
running.
What's
the
frequency
of
evaluation.
I
Well,
you
probably
have
heard
this
lingo
of
like
performance,
stat
meetings
right,
so
we're
going
to
call
ours,
regular
meetings,
folk
staff,
and
so
that's
when
the
department
comes
in
and
presents
you
know
their
le
their
kpis
to
a
a
broad
base
of
county
leadership,
and
we
talk
about
the
progress
and
what
we
can
do
to
support
them.
That
type
of
thing
we
see
each
department
going
through
an
oak
stat
session
twice
a
year,
so
we
would
get
each
department
in
twice
a
year
once
we're
up
and
running.
I
We've
started
those
sessions
with
those
that
have
gone
through
the
training
and
that's
when
they
first
presented
their
ideas
about
what
their
department
level
kpis
would
be.
So
we
are
kind
of
starting
to
get
into
that
routine
of
you
know
two
months,
two
meetings
a
month,
but
that's
what
we
envision
going
forward.
All
right.
A
B
I
No,
they
don't
that's
it.
This
is
an
organizational
system,
so
it
is
how
the
department
measures,
how
it,
how
it's
doing
the
the
notion
of
how
we
handle
our
individual
performance
evaluations
is
a
priority
for
hr
to
review
the
current
system,
which
is
somewhat
outdated,
but
that
is
you
know
that
is
separate
from
the
organizational
performance.
I
It's
like
it's
like
a
collaborative
process.
It's
a
workshop,
like
generally,
when
it
started
the
director
would
bring.
You
know
five
or
six
people
of
their
leadership
for
the
full
day
workshop,
and
then
it's
like
a
brainstorming.
You
know
where
they
had
all
these
sticky
notes
and
they
put
it
together
and
they
thought
through
what
what
would
be
the
best
department
level
and
then
they
had
to
spend
really
weeks
thinking
through.
How
would
you
measure
that
and
then
they
worked
with
andrew
back
and
forth
and
then
they
presented
that
and
then
people
asked
questions.
I
It
was
really
probably
about
a
two-month
process
which
is
kind
of
why
again
we're
anxious
for
these
positions,
because
we
want
these
folks
to
go
through
that
similar
process
so
that
they
can,
you
know,
take
it
move
it
when
new
people
come
on,
they
can
onboard
them
to
our
system,
but
it
really
is
a
collaborative
process
of
and
then
and
then
doing
the
research
to
figure
out.
Do
we
have
the
data?
Is
it
regularly
reported?
I
H
And
this
is
an
iterative
process
too
I
mean
we
could
start
off
with
a
kpi
in
a
department
and
at
some
point
in
time
a
year
or
two
down
the
road
that
could
be
hey.
That
was
a
great
indicator
for
us
to
get
started.
We've
now
matured
to
this
indicator
and
through
collaboration
we
say:
hey
we're
now
taking
the
next
step
up.
H
This
is
really
a
fundamental
culture
change
I
mean
it
is
creating
a
scoreboard
really,
but
you
know
for
for
each
department
on
on
how
well
we're
performing
for
our
community
for
our
citizens
for
for
our
businesses,
but
at
the
same
time,
it's
hey.
What
do
we
need
to
change?
Is
there
something
else?
And
again
I
mentioned
it
earlier.
If
something's
not
working
out,
how
do
we
come
together
as
a
group
to
problem
solve
around
that
and-
and
I
think,
that's
really
in
essence-
the
discipline
and
it
creates
a
a
new
culture
for.
H
Yeah,
but
it's
a
software
that
we're
putting
in
so
so
and
and
hillary
just
talked
about
it
as
well.
It's
really
key
and-
and
that's
why
andrew
was
very
andrew
klein-
was
very
helpful
in
this
in
regards
to
his
national
expertise
in
this
you
know.
Sometimes
you
might
create
your
own
statistics
and
that
becomes
a
little
bit
more
difficult
and
he's
really
tried
to
veer
people
away
of
of
grabbing
information.
H
That's
not
necessarily
going
to
be
arguable
in
in
in
the
future,
too.
That's
that's,
consistent
data
that
you
can
get.
B
D
I
just
want
to
say
to
me
and
what
I'm
hearing
this
sounds
exciting,
because
as
being
a
person
who
has
worked
40
years
on
the
corporate
america
and
working
for
industries
like
the
banking
industry,
that
had
a
lot
of
consolidations
and
mergers
and
the
utility
industry
being
the
same,
going
through
business
process,
analysis
and
and
executed
change,
didn't
move
us
in
a
direction
to
be
to
become
more
strategic
in
our
operations
and
really
looking
at
what
we
do
because
a
lot
of
times
we
do
things
and
we
haven't
been
really
paying
attention
to
what
we're
doing
or
what
the
outcome
is.
D
D
I
Our
employees,
you
know
as
we
as
we
talked
about
at
the
top
right
right
right
and
that
I'm
really
glad
you
asked
about
that,
because
that
is
really
really
important.
It
that
that's
a
work
in
progress
andrew
hasn't,
really
had
the
experience
as
much
on
the
change
management,
but
our
new
deputy
director
that
you
may
not
have
had
a
chance
to
meet
yet
in
hr.
He
just
started
a
few
weeks
ago.
Sunil.
I
Our
new
director
of
public
communications
so
april
and
andrew
and
charlotte
and
they've
been
and
sunil
have
been
talking
about
the
best
way
to
help
employees
understand
this
and
we
are
going
to-
and
you
know,
we've
already
had
a
conversation
here,
that's
gotten
into
some
detail,
but
we
want
to
start
with
the
employees
really
with
the
vision
and
the
mission
and
the
goals
and
then
get
into
the
key
performance
indicators
after
folks
have
a
time
to
kind
of
socialize
with
the
the
you
know,
the
first
level
of
detail.
I
So
that's
a
work
in
progress,
but
they're
really
spending
a
lot
of
time,
making
sure
that
we
don't
that
we
that
we
introduce
it
to
employees
in
a
way
that
they
understand
and
then,
when
it
comes
to
the
director,
the
department
level
kpis
we're
going
to
ask
the
directors
to
take
the
lead
on
cascading
that
down
through
their
departments.
So
so
far
you
know
it's
been
at
a
high
level.
I
They've
had
their
senior
managers
engaged
in
the
training
and
then,
when
we
get
to
march
they're
going
to
start
to
kind
of,
have
you
know,
discussions
and
town
halls
and
meetings
with
their
own
employees,
so
their
own
employees
can
understand.
You
know
why
we
selected
these
five.
What
does
a
service
level
kpi?
So
it's
going
to
cascade
down
that
way.
B
H
No,
this
isn't
this
isn't
a
gotcha
system
that
we're
creating
here
now
I
would,
I
would
say-
and
I
give
this
caveat-
is
if
somebody's
not
wanting
to
help
resolve
the
problem.
So
if
we're
in
red
in
a
particular
metric
and
we're
trying
to
resolve
and
someone's
folding
their
hands
and
not
being
part
of
it,
then
that's
a
different
discussion
altogether.
I
I
think
there's
a
linkage
between
your
question
and
commissioner
jackson's
question,
which
is
you
know.
We
are
serious
about
this
concept
of
a
learning,
culture
or
learning
organization,
and
we
have
to
make
sure
that
our
employees
understand
what
that
means
that
that
means
that
you
know
you
are.
You
feel
secure
enough
to
offer
ideas.
You
feel
secure
enough
to
make
a
mistake
and
to
learn
from
a
mistake,
and
so
we
are
talking
to
some
folks
who
have
experience
in
this
area
about
how
do
you
do
trainings
and
workshops
around?
I
You
know
a
learning
culture
and
a
learning
organization
for
our
directors
and
our
supervisors,
so
that,
when
they're,
managing
people
they're
also
conveying
how
dave
coulter
feels
about
this
and
how
sean
just
explained
it
to
you
that
it
is
not.
You
know
punitive.
It
is
empowering.
It
is.
How
do
we
work
together
to
make
progress?
There's
another
phase
that
we'll
get
to
later
after
we
collect
some
data.
I
That
andrew
has
experience
in
which
is
called
turning
the
curve
where
it
is
another
process
that
you
go
through
and
you
identify
something
that
you're
trying
to
change
and
how
you
bring
people
together
to
evaluate
how
you
turn
the
curve
on
something.
So
we
have
that
planned
out
in
the
future,
all
under
the
umbrella
that
we
want
to
convey
that.
This
is
a
learning
organization
and.
H
I
think
that's
key.
I
just
want
to
underscore
what
hillary
just
said:
learning
organization.
There
are
a
lot
of
great
ideas
from
employees
that
have
been
around
for
five
years,
10
years,
15
20
that
will
not
stand
up
and
share
those
with
us
and
we
need
to
get
to
a
place,
a
collaborative
place
and
create
this
learning
culture
that
they
can
come
forward
with
those
those
ideas
too-
and
that's
that's
very
important.
B
Well,
I
appreciate
you
sharing
that
because
I
think
we
all
know
that
growth
doesn't
happen
in
toxic
punitive
work
environment
so
to
to
make
it
more
of
a
supportive
and
inclusive
environment
is
is
key
to
growth
and
development
in
new
areas.
So
I
love
hearing.
You
say
that
and
lastly,
since
we've
been
talking
about
the
kpis,
can
you
please
just
give
some
examples
of
key
performance
indicators
being
measured?
You.
H
So
so
let
me
share
well
I'll,
be
biased
and
share
my
thriving
and
inclusive.
H
I
don't
think
departmentals
are
on
here,
but
I'll
share
some
community
community
indicators
right
so
for
the
thriving
and
inclusive
economy
which
is
oakland
county
cultivates
entrepreneurs
attracts
talent
and
investment,
promotes
cutting-edge
technology
and
strides
for
an
economy
that
works
for
all
people
and
businesses
of
all
sizes.
So
we
are
looking
at
four
measurements
in
that
area.
H
Increased
business
investment
as
measured
by
annual
domestic
and
foreign
investment
in
county
companies;
number
two
improve
minority
business
development,
as
measured
by
the
number
of
minority
women
and
veteran-owned
companies
in
the
county,
grow
number
three
grow
worker
wages,
as
measured
by
the
average
weekly
wage
and
the
fourth
one
is
decreased
child
poverty,
as
measured
by
the
percentage
of
county
children
living
in
households
that
are
below
the
poverty
line.
So
those
are
the
four
now
for
us
to
work
on
these
community
indicators.
H
Who
are
we
going
to
have
to
work
with
we're
going
to
have
to
work
with
automation,
alley
we're
going
to
have
to
work
with
the
22
chambers
of
commerce,
the
ddas,
the
downtown
district
authorities,
we're
going
to
have
to
work
with
semcog?
These
are
the
organizations
that
are
external
to
economic
development
and
workforce
development.
Workforce
development's
got
another
set
of
parameters
that
we're
going
to
have
to
interface
and
work
with
and
collaborate
with
as
well,
but
there
are
a
set
of
departmental
kpis
as
well.
That
will
work
internally,
but
then.
I
Those
will
be
more
nitty
gritty,
you
know
like
emergency
operations,
they
might
have
a
department
level
kpi,
which
is
to
increase
the
number
of
residents
who
sign
up
to
oak
alert,
or
you
know
they
might
have
a
department
level
kpi,
which
is
to
increase
the
number
of
trainings
that
they
do
on
communities.
Having
you
know,
emergency
response
plans,
so
each
department
might
have
very
different.
You
know
ways
to
measure
how
they're
how
they're
doing
their
work,
but
those
would
be
more
nitty-gritty
than
the
community
indicator
ones.
B
A
B
B
Next
up
we'll
move
on
to
our
last
public
comment.
As
a
reminder,
this
public
comment
is
for
any
item
on
the
agenda
off
the
agenda
and
each
individual
gets
three
minutes
to
speak.
So
at
this
time,
I'd
like
to
open
up
public
comment
and
if
there's
anyone
from
the
public,
please
come
to
the
head
of
the
table
state.
Your
naming
community,
in
which
you
reside
in
good.
J
Morning,
good
morning,
tasha
shergin
from
clarkston.
I
appreciate
the
fact
that
everybody
spent
the
time
interviewing
those.
Ladies,
this
morning,
mental
health
is
really
important.
These
days,
as
we
all
know,
one
of
the
things
I'm
very
concerned
about
is
leadership
in
oakland
county.
I
don't
know
if
you
saw
david
dave,
coulter's
recent
tweet.
J
Let's
see,
let
me
pull
it
up.
It
says,
smiling.
Oxford
students
is
everything,
oxford
strong
resilience
and
it's
a
picture
from.
I
think
it
was
a
basketball
game
and
the
students
are
all
together
and
they're
not
wearing
their
masks,
which
makes
me
really
happy,
but
it's
so
ironic
that
here
he
is
promoting
these
smiling
happy
students
when
these
kids
are
in
crisis,
not
just
oxford,
but
our
entire
state
and
oakland
county
is
still
enforcing
an
illegal
mass
mandate.
J
We
know
that
not
being
able
to
see
people's
communication,
their
nonverbal
communication
in
their
face
and
the
disconnect
and
the
social
distancing
is
really
affecting
everybody.
We
just
had
an
hour
of
hearing
about
it,
so
I
just
want
to
bring
this
awareness
to
everybody
and,
in
my
opinion,
I
think
he
needs
to
step
down.
His
leadership
has
been
damaging
to
our
county,
so
thank
you
I'll
see
you
guys
in
two
weeks.
Thank
you.
Tasha.
B
Is
there
anyone
else
from
the
public
who
would
like
to
address
the
legislative
affairs
and
government
operations
committee
seeing
none?
I
will
close
our
second
public
comment.
That
brings
us
down
to.
Is
there
any
further
business
to
come
before
the
legislative
affairs
and
government
operations
committee
this
morning
already
cnn
without
objection?
I
declare
this
meeting
adjourned
at
1109
am
thank
you.
Everyone.