FY26-FY28 Strategic Plan: Web version

Web-accessible version of Multnomah County's FY26-FY28 Strategic Plan.

On this page

  1. Strategic Plan Structure
  2. Focus Areas
  3. Outcomes, Indicators, and Measures
  4. Department and Division Acronym Key

>> Download the full FY26-FY28 Multnomah County Strategic Plan <<

Strategic Plan Structure

Multnomah County’s strategic plan provides a clear roadmap for our organization to follow over the next three years. This plan outlines the destination, the landmarks to look for along the way, and the actions needed to reach that destination. There are five core elements that will make up the Multnomah County Strategic Plan:

Focus Areas: Focus Areas are the overarching priorities the County will concentrate on over the next three years. They represent the high-level goals that will guide all of our efforts and resource allocation. These aren't day-to-day tasks, but rather the major policy themes and challenges we are committed to addressing, such as improving community health or enhancing community safety.

Outcomes: Outcomes are the specific results we aim to achieve within each Focus Area. They describe the desired state of affairs or the impact we want to have. Outcomes are the direct evidence that our work is making a difference.

Indicators: Indicators are the ways we will illustrate our progress toward the Outcomes. While an Outcome states what we want to achieve, an Indicator is the way we will show if we're on the right track. These Indicators will be evaluated annually to provide a clear picture of our progress.

Measures: Measures are the metrics used to gauge the Indicators. The Measures specify what data will be collected, tracked, analyzed, and reported related to the Indicators. Measures include percentages, averages, rates, and other metrics, disaggregated by relevant demographics to show nuance and disparities. Qualitative measures are also included when possible. Measures will allow us to establish baselines and create one-year targets to achieve.

Strategies: Strategies are the specific actions and projects we will undertake to achieve our Focus Areas and Outcomes. These are the concrete steps that turn our plans into reality. Strategies can be ongoing activities or short-term, finite projects that are either part of our routine operations or new initiatives designed to drive change. Each Strategy should directly contribute to at least one of a Focus Area’s Outcomes.

Focus Areas

Our work will be concentrated in six key Focus Areas: 

  1. Support Community Health and Wellness: This Focus Area is about being a trusted and reliable source of information and providing community-centered safety net services, especially for those most impacted by inequities. (Jump to Focus Area 1 Outcomes, Indicators, and Measures)
  2. Create a Safe and Just Community: Our goal is to support individuals impacted by crime, including survivors and those in the justice system, and to create safer communities for everyone. (Jump to Focus Area 2 Outcomes, Indicators, and Measures)
  3. Strengthen Community Vitality and Resilience: This Focus Area is about building our capacity to prepare and respond to crises, and strengthening diverse partnerships and building a thriving local economy. (Jump to Focus Area 3 Outcomes, Indicators, and Measures)
  4. Be Accountable, Collaborative, and Transparent: We are committed to making transparent, data-driven decisions and fostering better collaboration both internally and with the community. (Jump to Focus Area 4 Outcomes, Indicators, and Measures)
  5. Improve Operational Excellence: This Focus Area is all about our workforce. We want to ensure employees feel connected to our mission, are proud of their work, and embrace a culture of continuous improvement. (Jump to Focus Area 5 Outcomes, Indicators, and Measures)
  6. Invest in Our Future: This Focus Area concentrates on creating a coordinated, equitable, and effective system for youth and families. (Jump to Focus Area 6 Outcomes, Indicators, and Measures)

Outcomes, Indicators, and Measures

For the acronyms in the Data Stewards column, please refer to the Department and Division Acronym Key at the bottom of the page.

*When available, we will disaggregate by demographics, such as race and ethnicity, disability, language, gender identity, sexual orientation, age.

**A "Watch metric" is a measure that Multnomah County is not primarily responsible for collecting, tracking, and/or reporting, but is important for understanding progress toward Outcomes.

Focus Area 1 (FA 1): Support Community Health and Wellness

OUTCOME 1 (O 1): Multnomah County is a trusted source for health, wellness, and safety information and services

INDICATOR 1Reliability of County programs
INDICATOR 2Upholding compliance with health, wellness, and safety ordinances
INDICATOR 3Public engagement with health, wellness, and safety information
FA 1 - O 1
INDICATOR 1: Reliability of County programs
ID #MeasuresData Stewards
1.1.1.1Percentage of County health, wellness, and safety services that are easily accessible on the public website (e.g., online form, direct phone number or email, address)
  • DCHS - IDD
  • DCHS - ADVSD
  • DCHS - PEL
  • HD - ICS
  • HD
  • DCA
1.1.1.2Average response time to public inquiries, disaggregated by type of inquiry (e.g., service delivery questions, complaints, grievances, public records requests)
  • DCHS - IDD
  • DCHS - ADVSD
  • DCHS - PEL
  • HD
  • DCS - MCAS
1.1.1.3Percentage of divisions that audit their public websites every six months for accurate, consistent, and timely information
  • DCHS - IDD
  • DCHS - ADVSD
  • DCHS - PEL
  • HD
1.1.1.4Percentage of departments that have information on their website offered in more than one language
  • DCHS - IDD
  • DCHS - ADVSD
  • DCHS - PEL
  • HD
INDICATOR 2: Upholding compliance with health, wellness, and safety ordinances
ID #MeasuresData Stewards
1.1.2.1Percentage of violations corrected within the required timeframe
  • HD - PHD
  • DCHS - ADVSD
     
1.1.2.2Percentage of Adult Care Homes (ACH) and/or Adult Foster Homes (AFH) that receive a "Fully Compliant" rating on their annual inspections
  • DCHS - ADVSD
1.1.2.3Estimated dog and cat license compliance rate
  • DCS - MCAS
1.1.2.4Percentage of children who receive a letter from the County about being behind on required immunizations and successfully submit a completed "Certificate of Immunization Status Form" to their school within 21 days
  • HD - PHD
1.1.2.5Percentage of federally funded plan waivers in compliance for re-authorization
  • DCHS - IDD
INDICATOR 3: Public engagement with health, wellness, and safety information
ID #MeasuresData Stewards
1.1.3.1Average monthly traffic and engagement rate on County digital platforms (differentiated between static, acute, and seasonal events)
  • HD - PHD
  • Non-D - Comms
  • DCHS - ADVSD
  • DCHS - IDD
  • DCHS - PEL
1.1.3.2Percentage of divisions that engage communities through outreach events
  • HD
  • DCS
  • Non-D - Sustainability
  • DCHS - ADVSD
  • DCHS - IDD
  • DCHS - PEL

OUTCOME 2 (O2): Multnomah County provides community-centered services, prioritizing those most impacted by inequities

INDICATOR 1Reduction of net homelessness over two years
INDICATOR 2Seniors and people with disabilities receiving in-home and community-based support services
INDICATOR 3Access to integrated behavioral, physical, and specialty healthcare and services
FA 1 - O 2
INDICATOR 1: Reduction of net homelessness over two years
ID #MeasuresData Stewards
1.2.1.1Net reduction of those new to By Name List over two years
  • HSD
  • Non-D - HRS
1.2.1.2Share of people who are known to be unsheltered
  • HSD
  • Non-D - HRS
1.2.1.3Individuals who exited homelessness to housing
  • HSD
  • Non-D - HRS
INDICATOR 2: Seniors and people with disabilities receiving in-home and community-based support services
ID #MeasuresData Stewards
1.2.2.1Number of assessments conducted for seniors and people with disabilities, disaggregated when available by demographics*
  • DCHS - ADVSD
  • DCHS - IDD
1.2.2.2Percentage of information and referral calls to the Aging and Disability Resource Connection (ADRC) Helpline that result in referrals to in-home and community-based support services, disaggregated when available by demographics*
  • DCHS - ADVSD 
1.2.2.3Percentage of seniors and people with disabilities who report that the in-home or community-based support services they receive are meeting their needs and/or are satisfied with services, with a specific focus on culturally specific and linguistically appropriate care
  • DCHS - IDD
1.2.2.4Percentage of nursing facility-eligible Medicaid participants who are living in in-home or community-based settings
  • DCHS - ADVSD
1.2.2.5Percentage of Intellectual and Developmental Disabilities (IDD) Division applicants who are found eligible for IDD services
  • DCHS - IDD
INDICATOR 3: Access to integrated behavioral, physical and specialty health care and services
ID #MeasuresData Stewards
1.2.3.1Number of unduplicated clients receiving Primary Care, including Integrated Behavioral Health, at the Multnomah County Community Health Center disaggregated when available by demographics* and insurance type
  • HD - ICS
1.2.3.2Average wait time for a new patient to receive an appointment at Public Health Division program clinics
  • HD - PHD
1.2.3.3Percentage of patients at Public Health Division clinics who receive a health assessment
  • HD - PHD
1.2.3.4Percentage of eligible pregnant Black and African American individuals successfully enrolled in the Healthy Birth Initiatives (HBI) program
  • HD - PHD
1.2.3.5Percentage of HBI participants who successfully connect with external healthcare providers and community resources within a specified timeframe
  • HD - PHD
1.2.3.6Percentage of HBI participants who have a healthy birth outcome
  • HD - PHD
1.2.3.7Percentage of individuals accessing the Urgent Walk-In Clinic accessing onsite Licensed Medical Provider (LMP) services
  • HD - BHD
1.2.3.8Percentage of individuals engaged in deflection who access a service within 30 days
  • HD - BHD
1.2.3.9Percentage of clients served annually in PATH Care Coordination who were successfully placed
  • HD - BHD
1.2.3.10Number of individuals served in treatment and recovery support services
  • HD - BHD

Focus Area 2 (FA 2): Create a Safe and Just Community

OUTCOME 1 (O 1): Prevent crime and support crime-survivors and justice-impacted people through resources that build resilience

INDICATOR 1Access to victim advocacy and support services for all survivors
INDICATOR 2Access to physical and mental health, substance use disorder, and re-entry services for individuals returning to the community from incarceration
INDICATOR 3Resilience of businesses impacted by crime
FA 2 - O 1
INDICATOR 1: Access to victim advocacy and support services for all survivors
ID #MeasuresData Stewards
2.1.1.1Number of unique victims/survivors referred to services, disaggregated when available by demographics*, victimization type, and victim’s most recent residence ZIP code
  • MCDA
  • DCHS - DSVC
  • DCHS - YFS
  • DCJ
  • MCSO
2.1.1.2Percentage of all unique victims/survivors served who accessed a County-supported service, disaggregated when available by demographics*, ZIP code, and service type
  • DCHS - DSVC
  • DCHS - YFS
  • DCJ
2.1.1.3Percentage of victims who report a positive experience and feel supported by County victim advocates in navigating the criminal justice system, including culturally specific and linguistically appropriate care
  • MCDA
  • DCHS - DSVC
  • DCJ
INDICATOR 2: Access to physical and mental health, substance use disorder, and re-entry services for individuals returning to the community from incarceration
ID #MeasuresData Stewards
2.1.2.1Percentage of justice-involved individuals who receive a comprehensive, multi-domain assessment, disaggregated when available by demographics* and ZIP code
  • HD - CH
  • DCJ
  • MCSO
2.1.2.2Percentage of individuals who successfully transition from in-custody care to outpatient mental health and substance use services
  • HD - CH
2.1.2.3Percentage of individuals who are enrolled in healthcare coverage (e.g., Medicaid) prior to release
  • HD - CH
INDICATOR 3: Resilience of businesses impacted by crime
ID #MeasuresData Stewards
2.1.3.1Percentage of businesses that experienced repeat victimization in the past 12 months, disaggregated by business ZIP code
  • MCDA

OUTCOME 2 (O 2): Safe neighborhoods throughout Multnomah County

INDICATOR 1Support for high-risk justice-involved populations
INDICATOR 2Rate of adverse engagement for justice-involved populations
INDICATOR 3Accountable, successful, consistent, and transparent enforcement of laws
INDICATOR 4Effective management of public safety risks related to animals
FA 2 - O 2
INDICATOR 1: Support for high-risk justice-involved populations
ID #MeasuresData Stewards
2.2.1.1Percentage of justice-involved people who have received risk and need assessments, disaggregated when available by demographics*
  • DCJ
  • HD - CH
2.2.1.2Treatment or programming plan engagement rate, disaggregated when available by demographics*
  • DCJ
  • MCSO
  • HD - CH
2.2.1.3Positive case closure rate, disaggregated when available by demographics*
  • DCJ
2.2.1.4Rate of compliance with terms of supervision, disaggregated when available by demographics*
  • DCJ
  • HD - CH
INDICATOR 2: Rate of adverse engagement for justice-involved populations
ID #MeasuresData Stewards
2.2.2.1Adverse engagement rate (e.g., re-arrest, violations, sanctions, frequent emergency department use, new criminal case referrals), disaggregated when available by demographics* and ZIP code
  • MCDA
  • DCJ
  • HD - CH
INDICATOR 3: Accountable, successful, consistent, and transparent enforcement of laws
ID #MeasuresData Stewards
2.2.3.1Issuance rate, disaggregated when available by demographics*, ZIP code, and crime type
  • MCDA
2.2.3.2Percentage of agency goals completed annually in response to internal and external evaluations
  • MCDA
  • DCJ
  • MCSO
2.2.3.3Staff vacancy rate, disaggregated when available by position type, employee level, and employee type
  • MCSO
  • HD - CH
2.2.3.4Percentage of car theft cases referred to Multnomah County District Attorney that were issued for prosecution, disaggregated by ZIP code of the incident, residence ZIP code of the victim, or residence ZIP code of the defendant
  • MCDA
2.2.3.5Percentage of organized theft cases referred to Multnomah County District Attorney that were issued for prosecution, disaggregated by ZIP code of the incident, residence ZIP code of the victim, or residence ZIP code of the defendant
  • MCDA
2.2.3.6Percentage of issued organized theft cases that were convicted, disaggregated by ZIP code of the incident, residence ZIP code of the victim, or residence ZIP code of the defendant
  • MCDA
INDICATOR 4: Effective management of public safety risks related to animals
ID #MeasuresData Stewards
2.2.4.1Percentage of adopted animals that are spayed or neutered through Multnomah County Animal Services
  • DCS - MCAS
2.2.4.2Number of animal-related community complaints (e.g., nuisances, neglect) received and the percentage of those complaints that are resolved within a specified timeframe, disaggregated by priority and ZIP code
  • DCS - MCAS

Focus Area 3 (FA 3): Strengthen Community Vitality and Resilience

OUTCOME 1 (O 1): Multnomah County is prepared for, and resilient to, emergencies and disasters

INDICATOR 1Staff capacity and knowledge to respond to and recover from emergencies and disasters
INDICATOR 2Regional and community resilience
INDICATOR 3Resilient facilities, infrastructure, and systems
FA 3 - O 1
INDICATOR 1: Staff capacity and knowledge to respond to and recover from emergencies and disasters
ID #MeasuresData Stewards
3.1.1.1Percentage of all County employees who have completed an emergency preparedness training (e.g., Incident Command System, Continuity of Operations Plan (COOP), Disaster Resource training)
  • HD - Ops
  • HD - CH
  • DCA
  • Non-D - EM
  • DCHS
  • DCM - HR
3.1.1.2Percentage of departments that have developed a Continuity of Operations Plan (COOP)
  • Non-D - EM
3.1.1.3Percentage of departments that have completed a Continuity of Operations Plan (COOP) training
  • Non-D - EM
3.1.1.4Percentage of departments that have conducted a Continuity of Operations Plan (COOP) exercise
  • Non-D - EM
3.1.1.5Percentage of departments that completed an after-action report after a real-world event or exercise
  • Non-D - EM
INDICATOR 2: Regional and community resilience
ID #MeasuresData Stewards
3.1.2.1Percentage/number of recognized non-County locations to help support the County by providing services to the public during a local emergency or severe weather event, disaggregated by ZIP code
 
  • HD
  • Non-D - EM
  • DCHS
3.1.2.2Number of emergency preparedness outreach events per fiscal year
  • Non-D - EM
  • DCHS 
3.1.2.3Percentage of people in Multnomah County signed up to receive public alerts
  • HD - CH
  • Non-D - EM
3.1.2.4Percentage of Climate Justice Plan benchmarks that meet or exceed expectations
  • Non-D - Sustainability
INDICATOR 3: Resilient facilities, infrastructure, and systems
ID #MeasuresData Stewards
3.1.3.1Percentage of Multnomah County-owned buildings meeting the 2017 International Building Code 
  • DCA - Facilities
3.1.2.2Percentage of County-owned facilities that are prepared to successfully operate for at least 72 hours using off-grid power during a drill or real-world event
  • DCA - Facilities
  • Non-D - EM
  • DCHS 
3.1.2.3[Watch metric] Percentage of County buildings in flood plain zones
  • DCA - Facilities
3.1.2.4Annual improvement in the Pavement Condition Index (PCI) of the County's road network, disaggregated by road type and ZIP code
  • DCS - Transportation
3.1.3.5Bridge Sufficiency Rating
  • DCS - Transportation
3.1.3.6Percentage of identified mission essential IT systems that have a redundancy and back up plan built and in place, disaggregated by department
  • DCA - IT
3.1.3.7Multnomah County enterprise greenhouse gas emissions
  • Non-D - Sustainability

OUTCOME 2 (O 2): Multnomah County is a diverse and thriving community through economic vitality

INDICATOR 1Stable revenue to support County services and programs
INDICATOR 2Job growth and unemployment in Multnomah County
INDICATOR 3Volunteerism and civic engagement
FA 3 - O 2
INDICATOR 1: Stable revenue to support County services and programs
ID #MeasuresData Stewards
3.2.1.1[Watch metric] Property tax revenue, year over year
  • DCM - Budget
3.2.1.2[Watch metric] Business Income Tax revenue, year over year
  • DCM - DART
INDICATOR 2: Job growth and unemployment in Multnomah County
ID #MeasuresData Stewards
3.2.2.1[Watch metric] Number of jobs available and filled in Multnomah County region, seasonally adjusted
  • DCM - Budget
3.2.2.2[Watch metric] Unemployment rate in Multnomah County, seasonally adjusted
  • DCM - Budget
INDICATOR 3: Volunteerism and Civic Engagement
ID #MeasuresData Stewards
3.2.3.1Percentage of departments that use a centralized volunteer management system
  • Library
  • Non-D - OCI
  • DCS
  • DCHS 
3.2.1.2Percentage of advisory committee charters that include language to operationalize engaging the people most impacted by County decisions
  • Library
  • Non-D - OCI
  • DCS
  • HSD
3.2.3.3Percentage of community members engaged, disaggregated when available by demographics* and type of engagement (Advisory Committees, Ongoing Volunteers, Time-limited/Project-based/Episodic Advisory Groups, or Volunteers), compared to demographic proportion of communities served
  • Library
  • Non-D - OCI
  • HSD
  • DCHS
  • Non-D - LPSCC
3.2.3.4Retention rate of Advisory Committee members and Volunteers
  • Library
  • Non-D - OCI
  • DCS
  • HSD
  • DCHS 
3.2.3.5Satisfaction of Advisory Committee members, Ongoing Volunteers, Time-limited/Project-based/Episodic Advisory Group members, or Volunteers
  • Library
  • Non-D - OCI
  • DCS
  • MCDA
  • HSD
  • DCHS
  • Non-D - LPSCC 
     

Focus Area 4 (FA 4): Be Accountable, Collaborative and Transparent

OUTCOME 1 (O 1): Multnomah County builds public trust through transparent, reliable, data-driven decisions and leadership in fiscal stewardship

INDICATOR 1Public trust in County elections
INDICATOR 2Accessibility and data infrastructure across County departments
INDICATOR 3Financial stewardship and accountability
FA 4 - O 1
INDICATOR 1: Public trust in County elections
ID #MeasuresData Stewards
4.1.1.1Percentage of challenged ballots due to missing or nonmatching signatures
  • DCS - Elections
INDICATOR 2: Accessibility and data infrastructure across County departments
ID #MeasuresData Stewards
4.1.2.1Percentage of public websites that meet or exceed digital accessibility standards
  • DCA
  • DCS
  • Library
4.1.2.2Percentage of County analysts who report that they have access to data they need to perform their jobs
  • MCDA
  • DCA
INDICATOR 3: Financial stewardship and accountability
ID #MeasuresData Stewards
4.1.3.1Percentage of financial audit findings that are repeat violations
  • DCM - CFO
4.1.3.2Percentage of Board-approved financial and budget policies that follow industry best practices (e.g., Government Finance Officers Association)
  • DCM - CFO
4.1.3.3Percentage of Board-approved financial policies that are in compliance with the policy thresholds/requirements
  • DCM - CFO
4.1.3.4Multnomah County financial bond rating
  • DCM - CFO
4.1.3.5Percent error in the forecast for General Fund Corporate Revenues
  • DCM - Budget

OUTCOME 2 (O 1): Diverse community contracts and partnerships

INDICATOR 1Formal agreements with community-based organizations (CBOs) and partners that help co-create and deliver equitable services
INDICATOR 2Breadth and diversity of active partner and stakeholder pool
FA 4 - O 2
INDICATOR 1: Formal agreements with community-based organizations (CBOs) and partners that help co-create and deliver equitable services
ID #MeasuresData Stewards
4.2.1.1Total dollar amount and percentage of contracts, disaggregated by focus, expertise, and understanding of organization (e.g., culturally specific and emerging CBOs)
  • DCS
  • Library
  • HD
  • DCHS - YFS
  • DCJ
  • DCM - CFO
4.2.1.2Percentage of County-CBO contracts that successfully meet their equity and service delivery goals, as reported by both the County and the CBO partner
  • DCHS
  • HD
  • DCHS - YFS
  • DCJ
INDICATOR 2: Breadth and diversity of active partner and stakeholder pool
ID #MeasuresData Stewards
4.2.2.1Percentage of active partners engaged with, disaggregated by type (Tribal/federal/state/regional/local governments, elected delegation, community-based organizations, other strategic partners, etc.) and geographic location
  • Non-D - GR

Focus Area 5 (FA 5): Improve Operational Excellence

OUTCOME 1 (O 1): Employees feel connected to the County's mission and are proud of providing quality services

INDICATOR 1Engagement and implementation of Workforce Equity Strategic Plan (WESP) initiatives
INDICATOR 2Employee satisfaction with their work and role at the County
INDICATOR 3Internal communication and recognition
FA 5 - O 1
INDICATOR 1: Engagement and implementation of Workforce Equity Strategic Plan (WESP) initiatives
ID #MeasuresData Stewards
5.1.1.1Employee promotion rate, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
  • DCM - ODE
5.1.1.2Employee voluntary and involuntary separation rates, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
  • DCM - ODE
5.1.1.3Percentage of WESP benchmarks that meet or exceed expectations
  • DCM - COO
  • DCM - ODE
     
INDICATOR 2: Employee satisfaction with their work and role at the County
ID #MeasuresData Stewards
5.1.2.1Employee job satisfaction average, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
  • DCM - ODE
5.1.2.2Belonging average, disaggregated when available by demographics*
  • DCM - COO
5.1.2.3Work climate average, disaggregated when available by demographics*
  • DCM - COO
5.1.2.4Percentage of departments that create a plan to address employees' experiences, including data gathered from qualitative results
  • DCM - COO
INDICATOR 3: Internal communication and recognition
ID #MeasuresData Stewards
5.1.3.1Employee supervision and communication average, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
  • DCM - ODE

OUTCOME 2 (O 2): A workplace culture that is equitable, responsive, and accountable, and drives proactive continuous improvement

INDICATOR 1Revisions to current operational processes through data-driven and continuous improvement practices
INDICATOR 2Continuous learning and professional development opportunities
INDICATOR 3Cross-departmental collaboration and proactive sharing of best practices
FA 5 - O 2
INDICATOR 1: Revisions to current operational processes through data-driven and continuous improvement practices
ID #MeasuresData Stewards
5.2.1.1Average time to complete key cross-departmental tasks (e.g., procurement, contract approval, hiring)
  • DCM - HR
  • DCM - COO
5.2.1.2Percentage of operational decisions in each department that are formally documented as being informed by the strategic plan
  • DCM - COO
5.2.1.3Number of core enterprise function structures that are evaluated and, as needed, adjusted for operational effectiveness
  • DCM - COO
INDICATOR 2: Continuous learning and professional development opportunities
ID #MeasuresData Stewards
5.2.2.1Percentage of employees that report having the opportunity to learn and grow at work, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
5.2.2.2Percentage of employees who participate in trauma-informed, de-escalation, and equity trainings, among others, disaggregated when available by demographics*
  • DCM - HR
  • DCM - COO
  • DCM -ODE
INDICATOR 3: Cross-departmental collaboration and proactive sharing of best practices
ID #MeasuresData Stewards
5.2.3.1Number of new services, policies, or programs that were developed through Strategic Plan cross-departmental collaboration
  • DCM - COO
5.2.3.2Percentage of employees who report that their departments are aligned on shared County goals (WESP; Mission, Vision, Values; Strategic Plan, etc.)
  • DCM - COO
5.2.3.3Percentage of employees who report that they have opportunities to collaborate with others outside of their work unit, disaggregated when available by demographics*
  • DCM - COO

Focus Area 6 (FA 6): Invest in Our Future

OUTCOME 1 (O 1): A unified, equitable, and effective youth and family system

INDICATOR 1Educational attainment
INDICATOR 2Access to stable housing and supportive services for youth and families
INDICATOR 3Prevention and intervention services for youth
INDICATOR 4Growth in Preschool for All seats
FA 6 - O 1
INDICATOR 1: Educational attainment
ID #MeasuresData Stewards
6.1.1.1Percentage of children from priority populations who successfully enroll in Preschool For All after receiving a placement offer, disaggregated when available by demographics* and ZIP code
  • DCHS - PEL
6.1.1.2Percentage of children who participate in a County-supported program that make progress or achieve their individualized action or success plan goals by the end of the school year, disaggregated when available by demographics*
  • DCHS - YFS
6.1.1.3Consistent attendance rates for students served by County programs compared to the overall county rate, disaggregated when available by demographics*
  • DCHS - PEL
  • DCHS - YFS
6.1.1.4Percentage of participants in Multnomah County Library’s Every Child a Reader Program who report an increase in reading at home
  • Library
INDICATOR 2: Access to stable housing and supportive services for youth and families
ID #MeasuresData Stewards
6.1.2.1Exits from homelessness to housing for youth and families
  • HSD
  • Non-D - HRS
INDICATOR 3: Prevention and intervention services for youth
ID #MeasuresData Stewards
6.1.3.1Positive case closure rate, disaggregated when available by demographics*
  • DCA
  • MCDA
6.1.3.2Percentage of youths with at least one case referred to the Multnomah County District Attorney’s Office and diverted from prosecution with a new case referral to the Multnomah County District Attorney’s Office within six months of the most recent diversion date
  • MCDA
6.1.3.3Percentage of youths with at least one case referred to the Multnomah County District Attorney’s Office and issued for prosecution with a new case referral to the Multnomah County District Attorney’s Office within six months of most recent case closure
  • MCDA
6.1.3.4Overrepresentation of youth of color in juvenile justice system compared to baseline population
  • MCDA
6.1.3.5Percentage reduction in hospitalization rate three months pre- and 6 months post-enrollment into the Early Assessment and Support Alliance (EASA) program
  • HD - BHD
6.1.3.6Percentage of youth and families enrolled in Mobile Response and Stabilization Services (MRSS) connected to “clinically recommended aftercare” at discharge
  • HD - BHD
INDICATOR 4: Growth in Preschool for All seats
ID #MeasuresData Stewards
6.1.4.1Number of Preschool for All seats available in the fiscal year, disaggregated by ZIP code
  • DCHS - PEL

Department and Division Acronym Key

DCA: Department of County Assets

  • DCA - Facilities: Department of County Assets - Facilities & Property Management
  • DCA - IT: Department of County Assets - Information Technology

DCHS: Department of County Human Services

  • DCHS - ADVSD: DCHS - Aging, Disability, & Veterans Services
  • DCHS - IDD: DCHS - Intellectual and Developmental Disability Services
  • DCHS - PEL: DCHS - Preschool and Early Learning
  • DCHS - YFS: DCHS - Youth and Family Services
  • DCHS - DSVCO: DCHS - Domestic Violence & Sexual Violence Coordination Office

DCJ: Department of Community Justice

DCM: Department of County Management

  • DCM - DART: Department of County Management - Assessment, Recording, and Taxation
  • DCM - Budget: Department of County Management - Budget Office
  • DCM - HR: Department of County Management - Central Human Resources
  • DCM - COO: Department of County Management - Chief Operating Officer’s Office/Director's Office
  • DCM - FRM: Department of County Management - Finance and Risk Management

DCS: Department of Community Services

  • DCS - MCAS: Department of Community Services - Multnomah County Animal Services
  • DCS - Elections: Department of Community Services - Elections
  • DCS - Transportation: Department of Community Services - Transportation

HD: Health Department

  • HD - BHD: HD - Behavioral Health
  • HD - CH: HD - Corrections Health
  • HD - ICS: HD - Integrated Clinical Services
  • HD - Ops: HD - Operations
  • HD - PHD: HD - Public Health

HSD: Homeless Services Department

Library: Multnomah County Library

MCDA: Multnomah County District Attorney’s Office

MCSO: Multnomah County Sheriff’s Office

Non-D: Non-departmental Offices

  • Non-D - Comms: Non-departmental - Central Communications Office
  • Non-D - EM: Non-departmental - Emergency Management
  • Non-D - GR: Non-departmental - Government Relations
  • Non-D - HRS: Non-departmental - Homeless Response System
  • Non-D - LPSCC: Non-Departmental - Local Public Safety Coordinating Council
  • Non-D - OCI: Non-departmental - Office of Community Involvement

 

Last reviewed December 1, 2025

Was this page helpful?

Select one