• Summary of current service performance
  The Compensation Board utilizes numerous performance measures and other tools to ensure that our service delivery is in accordance with our Mission Statement and Agency Vision as further delineated in the strategic plan. These performance measures and tools are aligned with the Agency Goals:
  
  • Goals #1 and #2 address the Compensation Board's primary responsibility to constitutional officers to provide the Commonwealth's share of funding for their total costs of operations. This responsibility is met through the prompt and accurate payment and reimbursement of constitutional officer monthly reimbursement requests. Since 1999 the Compensation Board has:
  
  • maintained a 100% payment and reimbursement accuracy rate for constitutional officer expenses and jail per diems, and
  
  • maintained a 100% timely payment and reimbursement rate for properly submitted requests from constitutional officers.
  
  • Goal #3 addresses the remainder of the Compensation Board's Mission to provide outstanding customer service support to constitutional officers through its products and services. Major customer service accomplishments include:
  
  • The annual customer survey sent to constitutional officers for FY08 reflects an Overall Satisfaction Rate of 92% with Compensation Board products and services.
  
  • Implementation of Career Development Programs for constitutional officers and staff.
  
  • Implementation of a comprehensive training program for constitutional officers and staff. Budget constraints have limited the amount of funding available for the Training Program and has limited the number of trainings offered.
  
  • Development of staffing standards for all constitutional officer groups, providing a consistent approach to developing budgets for constitutional officers and staff salaries (although the General Assembly has not yet approved full staffing standard funding for Local Court Services, Treasurers, Commissioners of the Revenue, Directors of Finance and Circuit Court Clerks). Budget constraints have limited the amount of funding available for the Career Development Programs and has limited the number of individuals eligible for the Career Development programs.
  • Goal #4 addresses the Compensation Board's commitment to ensuring the fiscal integrity of Commonwealth's resources. Specific accomplishments include:
  
  • Compliance with the Prompt Pay Act. The Compensation Board has had at least 99.9% compliance since FY98.
  
  • Compliance with statewide procurement/disbursement policies. No Department of Accounts (DOA), Division of Purchasing and Supply (DPS) or Auditor of Public Accounts (APA) non-compliance findings.
  
  • APA audits. No audit findings or management letter comments in the last five audits covering the years of 1998-2008.
• Summary of current productivity
  The Compensation Board takes a proactive approach in support of it's mission in meeting the needs of constitutional officers and agency staff. With an employment level of only 24 and an FY10 appropriation of over $600M, the Compensation Board takes pride in it's accomplishments through creative and innovative means/staff in servicing the needs of 645 constitutional officers. Budget constraints have limited the amount of funding available for the Training Program and has limited the number of trainings offered.
  
  
  Measures of productivity for the Compensation Board include:
  
  • Implementation and maintenance of Career Development Programs for constitutional officers and staff. Existing programs have been implemented for Sheriffs, Deputy Sheriffs, Treasurers, Deputy Treasurers, Commissioners of the Revenue, Deputy Commissioners of the Revenue, Directors of Finance and Assistant Commonwealth Attorneys. The programs provide incentives which serve to promote a higher level of individual office performance by providing salary increases to those offices and employees who meet specific educational and office performance objectives. Due to the success of these programs the General Assembly has directed the Compensation Board, in cooperation with Clerks, to develop a similar program for Circuit Court Clerks and Deputy Clerks. Budget constraints have limited the amount of funding available for the Career Development Programs and has limited the number of individuals eligible for the Career Development programs.
  
  • Implementation and maintenance of a comprehensive training program for constitutional officers and staff. This program includes courses in: Basic LIDS (Local Inmate Data System), New Deputies and Office Administrators, COIN (Constitutional Officer Information Network), New Constitutional Officers, Lawful Employment for Law Enforcement and Lawful Employment Practices, and Managing Jail Risk. These courses provide constitutional officers and staff with information and tools necessary to more effectively manage their day-to-day operations and to develop an understanding of the Compensation Board's role and services offered/available. Budget constraints have limited the amount of funding available for the Traning Program and has limited the number of trainings offered.
  
  • Development of staffing standards for all constitutional officer groups. The implementation of staffing standards provides a consistent and streamlined approach to developing budgets for constitutional officers and staff salaries. The staffing standards have provided a more efficient process for everyone involved in budget development. As highlighted in the Priorities section of the strategic plan, the General Assembly has not approved full staffing standard funding for Local Court Services, Treasurers, Commissioners of the Revenue, Directors of Finance and Circuit Court Clerks. The Compensation Board will continue its efforts to seek funding for the constitutional officer groups.

• Summary of Major Initiatives and Related Progress
  N/A
• Summary of Virginia's Ranking
  N/A
• Summary of Customer Trends and Coverage
  Recent budget cuts in the Commonwealth have taken their toll on the operations of constitutional officers. Each of our customer groups in one way or another bemoan the lack of sufficient resources (principally staff) to handle increasing workloads, be it court filings, inmates in jails or real property assessments. The percentage of the Commonwealth's share of the constitutional officer budgets has declined with the localities absorbing the difference. For instance, the Alexandria City Jail received 23.98 percent of operating revenue from the Commonwealth in FY00 and only 19.92 percent in FY04 (on an operating budget of $17.6 million). In FY05 the only budget reduction item that was restored were jail per diems. All other budget line items that were cut in FY03 such as salaries, office expenses and training remain at the reduced amounts.
  
  This reduction in the Commonwealth's share increasingly translates into a mind set of constitutional officers that the Compensation Board's fiduciary policies and procedures are a hindrance meant to conserve a diminishing pot of money, while simultaneously preventing the "real" work of the office from getting done. In large localities the revenue stream from the Compensation Board has become "just another source of funding." When viewed that way, the other services the agency offers (i.e., audits, automation, training and reporting to the General Assembly) seem much less important.
  
  Despite the frustrations and issues associated with funding limitations, customer satisfaction with the Compensation Board remains high. The Compensation Board is perhaps unique among state agencies in annually surveying its entire customer base regarding their satisfaction in dealing with Compensation Board staff. A measure of Overall Satisfaction is taken each year with the following recent results:
  
  • FY00 80%
  • FY01 92%
  • FY02 84%
  • FY03 92%
  • FY04 90%
  • FY05 82%
  • FY06 85%
  • FY07 94%
  • FY08 92%

• Summary of Future Direction and Expectations
  The Compensation Board sees no fundamental changes from our current customer base or service areas. In alignment with our mission statement, the Compensation Board will continue to provide outstanding support services to constitutional officers and will remain innovative and creative in our approach. If additional tasks, reporting requirements or support functions are requested and/or determined to be beneficial to constitutional officers, the Commonwealth or the Compensation Board, we will work with the respective organization, agency and General Assembly to change our mandate as appropriate. As with any responsibilities of the Compensation Board, we will conduct any new mandates with the same thoroughness, accuracy, timeliness and fiduciary responsibility that we invoke in today's activities.
  
  As noted in the "Customer Trends and Coverage" Section, the Compensation Board is concerned with the impact of the reduced share of Commonwealth funding on constitutional officers being able to handle their workload and on our ability to best serve them. With that in mind, our priorities include seeing restoration of budget cuts in each of our financial assistance service areas.
  
  The Compensation Board has also developed staffing standards for each constitutional officer group (in cooperation with the respective Constitutional Officer Association). To date, the General Assembly has funded such standards for Sheriffs/Law Enforcement, Local and Regional Jails and in 2005 approved funding for Commonwealth Attorneys over a three-year period (beginning in FY06). The Compensation Board will continue its efforts to seek full staffing standard funding for Local Court Services, Treasurers, Commissioners of the Revenue, Directors of Finance and Circuit Court Clerks.
• Summary of Potential Impediments to Achievement
  It is time to step back and examine what the concept of ‘state support’ looks like in the twenty-first century. The Commonwealth of Virginia faces a challenge. The Governor, and ultimately the General Assembly, must determine what services provided by constitutional officers are valued, which of those services will be supported by the Commonwealth and how state support will be provided. The answer(s) to those questions will direct the Compensation Board in its continued transition from primarily serving as a funding source for constitutional officers to being the agency that constitutional officers go to for management, career development, staffing assistance and training.
  
  Without a restoration of the funds cut in FY03, constitutional officers face an increasing challenge in serving their constituents' needs with reduced staff. As Virginia's economy continues to grow we see more real estate transactions in clerk's offices, more real estate assessments that must be calculated in the commissioner's offices and unfortunately, more crime meaning more jail inmates. Requiring constitutional officers to do more with less places a burden on those officers and their staff that can be handled over a short time but not over the long haul.
  
  While the complex task of defining workload measures and assigning a time measure to each task is complete, the General Assembly has not approved full staffing standard funding for Local Court Services, Treasurers, Commissioners of the Revenue, Directors of Finance and Circuit Court Clerks.

• Description of the Agency's Products and/or Services:
  For each of the five constitutional officer programs and the regional jail sub-program, the Compensation Board provides core services that follow the same basic flow: 1) setting fair and reasonable budgets for constitutional officers based on the requested needs of the officers, staffing standards and the statutory requirements and appropriated funding set out in the Appropriations Act; 2) monthly reimbursement to localities of budgeted funds for the approved salaries and office expenses of constitutional officers; 3) consideration of appeals of approved constitutional officer budgets by the officer or the locality and attempted settlement of such appeals; 4) arbitration between constitutional officers and local governments for the settlement of disputes; 5) dissemination of policies and procedures and consultation and training to constitutional officers; 6) on-going provision of customer service assistance to constitutional officers for addressing systems and job related questions, issues and/or problems; and 7) coordination of training to all constitutional officers and regional jails related to systems, management and career development programs. In addition, recent years have seen widespread use of data gathered through the Local Inmate Data System within the criminal justice community.
• Factors Impacting Agency Products and/or Services:
  The Compensation Board faces short-term uncertainty in its ability to provide constitutional officers with stable funding through its numerous programs. A comparison of total general fund reductions from fiscal year 01 to 03 to reductions to Compensation Board funding shows that while the general fund appropriations decreased by 2.18%, funding for Compensation Board programs was reduced 5.39%.
• Anticipated Changes in Products or Services:
  With a stable customer base as noted in that section, the Compensation Board does not see substantive changes to our products, services or delivery mechanisms within the next few years.

• Financial Overview:
  The primary source of funding for the Compensation Board is the general fund. The general fund provides 98% of the agency's funding stream. Nongeneral funds (Trust and Agency) provide the remaining 2% of funding for the Compensation Board. Nongeneral funds represent the Technology Trust Fund (TTF). The TTF is funded through fees charged by the Circuit Court Clerks for each instrument to be recorded in the deed books and upon each judgment to be docketed in the judgment lien docket book. The TTF funds are allocated by the Compensation Board for the purposes of 1) developing and updating individual land records automation plans, 2) implementing automation plans to modernize land records and providing secure remote access to land records, 3) obtaining and updating office automation and information technology equipment including software and conversion services, 4) preserving, maintaining and enhancing court records (including redaction of social security numbers from land records), and 5) improving public access to court records.
• Financial Breakdown:

  	FY 2009			FY 2010
  	General Fund	Nongeneral Fund		General Fund	Nongeneral Fund
  Base Budget	$654,725,578	$11,731,384		$631,050,421	$20,229,597
  Change To Base	$0	$0		$0	$0
  Agency Total	$654,725,578	$11,731,384		$631,050,421	$20,229,597

  This financial summary is computed from information entered in the service area plans.

• Overview
  As of October 1, 2007 the Compensation Board had an authorized full-time employment level (FTE) of 26 positions. All staff work at the Compensation Board offices in downtown Richmond. The agency is currently organized into four service delivery sections:
  
  • Agency Management (3)
  • Budget, Finance and Policy (9)
  • Customer Service (6)
  • Information Technology, LIDS & Jail Forecasting (8)
• Human Resource Levels

  Effective Date	10/1/2007
  Total Authorized Position level	26
  Vacant Positions	-5
  Current Employment Level	21.0
  Non-Classified (Filled)	0
  Full-Time Classified (Filled)	20		breakout of Current Employment Level
  Part-Time Classified (Filled)	1
  Faculty (Filled)	0
  Wage	1
  Contract Employees	0
  Total Human Resource Level	22.0		= Current Employment Level + Wage and Contract Employees

• Factors Impacting HR
  [Nothing entered]
• Anticipated HR Changes
  [Nothing entered]

• Narrative overview of the current state of IT in the agency:
  The Compensation Board has an Information Technology (IT) staff of 4.5 FTEs (4 full-time positions and 1 half-time position). This staff supports agency applications that are used to provide funding as set forth in the Appropriation Act to all constitutional officers and regional jail superintendents. Currently, the Compensation Board provides over $590 million in funding to localities. The IT staff is responsible for:
  1) Maintenance of the Constitutional Officers' Information Network (COIN) System which is used to support funding for constitutional officers, regional jail superintendents and their staff;
  2) Maintenance of the existing Local Inmate Data System (LIDS) which is used to provide per diem payments to localities for housing of state and local inmates held in local and regional jails. LIDS is also used heavily as a research tool by numerous agencies, providing information necessary to project inmate populations and crime trends;
  3) Maintenance of the LIDS/DNA tracking system used by law enforcement agencies to record DNA sampling information. All convicted felons must have a DNA sample taken prior to being released from custody (either local jail or DOC custody). Additionally, any individual arrested on a qualifying felony offense will also have a DNA sample take at arrest prior to release from custody. Implementation of this application has reduced the rate of unnecessarily taking duplicate DNA samples to under 7%, far exceeding the expectations of the Director of DCJS/Forensics Science Division;
  4) Maintenance of the LEAN (Law Enforcement Alert Network) used by Senior Law Enforcement personnel to communicate sensitive information quickly and in a secure environment. This application was developed as a result of the Sniper incident in 2003 at the request of the Secretary of Public Safety;
  5) Maintenance of the Compensation Board's Website, including developing and enhancing on-line training registrations and surveys;
  6) Maintenance of over 1,500 Virginia Information Technologies Agency (VITA) logons used to access Compensation Board applications running at VITA, and;
  7) Maintenance of databases used to support all Compensation Board applications.
  8) Maintenance of the LIDS-ICE Tracking Database. This application is used to track inquiries made to the Homeland Security's ICE Law Enforcement Command Center regarding the immigration status of inmates and to record the immigration status of said inmates.
• Narrative description of the factors impacting agency IT:
  The Compensation Board's IT staff is diverse, and are equally comfortable with mainframe or web-based technologies. The IT staff is results-oriented and readily adapt to the needs of the business units within the Compensation Board. Factors impacting IT include - 1) lack of funding to adequately train staff on new software or changes with existing software. Some DB2/SQL classes are more than $2,000. 2) Heavy workloads do not allow for on-the-job-training or research and development. 3) IT staff having to augment other staff due to vacancies within the agency.
• Describe any anticipated or desired changes to agency IT:
  The Compensation Board expects that at least two IT staff members will retire in the next 3-5 years.
• IT Current Services:

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Projected FY2010 VITA Service Fees	$0	$0	$0	$0
  Changes (+/-) to VITA Infrastructure	$0	$0	$0	$0
  Estimated VITA Infrastruture	$0	$0	$0	$0
  Specialized Infrastructure	$0	$0	$0	$0
  Agency IT Staff	$252,079	$0	$252,079	$0
  Non-agency IT Staff	$0	$0	$0	$0
  Other Application Costs	$0	$0	$0	$0
  Agency IT Current Services	$252,079	$0	$252,079	$0

  Comments:
  I was unable to enter into the VITA infrastructure charges. They should be 937,272 for each year
• Proposed IT Investments

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Major IT Projects	$0	$0	$0	$0
  Non-major IT Projects From $100,000 - $1 Milliona Total Cost	$0	$0	$0	$0
  Non-major IT Projects Below $100,000 Total Cost	$0	$0	$0	$0
  Major IT Procurements - Stand-alone	$0	$0	$0	$0
  Non-major IT Procurements - Stand-alone	$0	$0	$0	$0
  Total Proposed IT Investments	$0	$0	$0	$0

• Projected Total IT Budget

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Agency IT Current Services	$252,079	$0	$252,079	$0
  Total Proposed IT Investments	$0	$0	$0	$0
  Agency Projected Total IT Budget	$252,079	$0	$252,079	$0

• Current State of Capital Investments:
  [Nothing entered]
• Factors Impacting Capital Investments:
  [Nothing entered]
• Capital Investments Alignment:
  [Nothing entered]

Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.

• Be recognized as the best-managed state in the nation.

• Monitor the timeliness of monthly reimbursements.
  Objective Strategies

  • The Compensation Board's Customer Service Manager/designee will review monthly reports to identify reimbursements not made within established timeframes. For all such cases a determination of cause will be made and steps taken to ensure future timely reimbursements.

  Objective Measures

  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Accurate reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit/control perspective.

• Be recognized as the best-managed state in the nation.

• Receive no audit report findings or report of material financial weaknesses from the Auditor of Public Accounts (APA) as they relate to the accurate reimbursement and process of monthly reimbursement requests.
  Objective Measures

  • Number of APA audit findings relative to constitutional officer monthly reimbursement requests.
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Frequency Comment: APA Audits are routinely performed on a fiscal year basis.

    Measure Baseline Value:

    0

    Date:

    6/30/2004

    Measure Baseline Description: There have been no audit findings in the past four APA Reports (covering the 1998 - 2006 time period).

    Measure Target Value:

    0

    Date:

    6/30/2010

    Measure Target Description: To maintain a history of 0 audit findings.

    Data Source and Calculation: Annual APA Audit Report.

The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.

• Be recognized as the best-managed state in the nation.

• Provide user friendly, state of the art automated systems to submit budget and reimbursement requests for constitutional officers salaries/expenses and jail per diems.
  Objective Strategies

  • The Compensation Board provides on-going customer service assistance to constitutional officers and their staff. Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • The Compensation Board will fully analyze the results of the annual Customer Satisfaction Survey to determine where improvements can be implemented. The Compensation Board Management Team will share survey results with the Compensation Board and staff, and implement action plans where necessary and appropriate to improve customer satisfaction.
  • The Compensation Board, in cooperation with constitutional officers, has implemented a comprehensive training program, to include: • Basic LIDS (Local Inmate Data System) Training (One-day basic hands-on training. Class designed for LIDS technicians.) • New Deputy and Office Administrator Training (Two-day seminar designed for Deputy Treasurers, Deputy Commissioners of the Revenue, Deputy Circuit Court Clerks, and Commonwealth's Attorneys' Office Administrators who have been in position for less than a year.) • COIN (Constitutional Officers Information Network) System Training (One-day hands-on training for the new COIN Personnel and Reimbursement System. Designed for frequent COIN users.) • New Officer Training (Four-day seminar for newly elected and appointed constitutional officers.) • Lawful Employment for Law Enforcement Training (Training on Lawful Employment topics. Designed specifically for law enforcement personnel.) • Lawful Employment Practices Training (Training on Lawful Employment topics. Designed for constitutional officers.) • Managing Jail Risk Training (Three-day seminar for jail supervisors to aid in reducing exposure to litigation, increasing effectiveness of service delivery and improving public safety.) The Compensation Board will continue to provide/coordinate the training programs currently in place.
  • The Compensation Board, in cooperation with constitutional officers and the General Assembly, has implemented Career Development Programs for the following: • Sheriffs • Master Deputy (Sheriffs' offices) • Treasurers • Deputy Treasurers • Commissioners of the Revenue • Deputy Commissioners of the Revenue • Directors of Finance • Assistant Commonwealth Attorneys. The Compensation Board will continue to provide/coordinate the Career Development Programs currently in place. In addition, the Compensation Board and Clerks are currently working on a new Career Development program for Circuit Court Clerks and Deputy Clerks as directed by the General Assembly.
  • The Compensation Board, in cooperation with constitutional officers, will continually evaluate training needs and make adjustments and/or implement new training as appropriate.

  Objective Measures

  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (percentage) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Provide user friendly, state of the art automated systems/databases for use by law enforcement and internal/external agency personnel for various needs (i.e., projecting inmate populations/crime trends and DNA sampling).
  Objective Measures

  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    Date:

    Measure Baseline Description: N/A - To begin in FY10

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. Beginning in FY10, the Compensation Board will begin surveying other law enforcement and external agency personnel in its annual Survey.

• Provide training and assistance to constitutional officers and staff.
  Objective Measures

  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (percentage) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

The Compensation Board is committed to ensuring the fiscal integrity of its' operations and responsibility to constitutional officers and the Commonwealth. With over $600M in projected disbursements/expenditures in FY08, the Compensation Board must ensure that adequate internal controls are in place, policies and procedures are updated and implemented as necessary, and quality staff are recruited and trained.

• Be recognized as the best-managed state in the nation.

• Ensure that adequate internal controls are in place.
  Objective Measures

  • Number of internal control audit findings or compliance issues.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Frequency Comment: Monthly, Quarterly and/or Annually

    Measure Baseline Value:

    0

    Date:

    6/30/2004

    Measure Baseline Description: FY04 fiscal activity resulted in 0 audit findings or compliance issues.

    Measure Target Value:

    0

    Date:

    6/30/2010

    Measure Target Description: To maintain a zero tolerance for audit findings and/or compliance issues.

    Data Source and Calculation: The fiscal activity of the Compensation Board is reviewed, monitored, audited and/or reported on by external agencies to include the Department of Accounts (DOA), Department of General Services/Division of Purchases and Supplies (DGS/DPS) and the Auditor of Public Accounts (APA). These agencies provide reports of Compensation Board activity/findings as reviews/audits are conducted.

  • Management's performance of internal control reviews and/or reconciliations.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Frequency Comment: On-going

    Measure Baseline Value:

    0

    Date:

    6/30/2004

    Measure Baseline Description: Compensation Board management/supervisors continually evaluate internal controls.

    Measure Target Value:

    0

    Date:

    6/30/2010

    Measure Target Description: To maintain the on-going evaluation of internal controls.

    Data Source and Calculation: Compensation Board management/supervisors have an on-going responsibility to evaluate internal controls through supervision, monitoring of staff work and ensuring reconciliations are properly completed and performed where appropriate.

• Ensure that quality staff are recruited and effectively trained.
  Objective Measures

  • Number of training classes/events attended by staff.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    1

    Date:

    6/30/2006

    Measure Baseline Description: Training expectations as outlined in the employee's work profile or as directed by management.

    Measure Target Value:

    1

    Date:

    6/30/2010

    Measure Target Description: To ensure that staff are taking the necessary classes/courses to effectively perform their jobs.

    Data Source and Calculation: On a quarterly basis, the Compensation Board's Training & Development Coordinator provides a year-to-date report to management that details all training classes/courses attended by staff.

This goal ensures compliance with federal and state regulations, policies and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor's Cabinet, the Commonwealth Preparedness Working Group, the Department of Planning and Budget and the Council on Virginia's Future. The goals supports achievement of the Commonwealth's statewide goal of protecting the public's safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.
  Objective Strategies

  • The Compensation Board's Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management.
  • The Compensation Board will determine preparedness enhancements needed at the agency level from federal and state guidance and from comparison of current capability and then distribute funding to meet target increases.

  Objective Measures

  • Agency Continuity of Operations Plan (COOP) Assessment Score
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Measure Baseline Value:

    Date:

    Measure Baseline Description: 2007 COOP Assessment Results (% out of 100)

    Measure Target Value:

    Date:

    Measure Target Description: Minimum of 75% or, if at 75%, increase the average by 5% each year.

    Data Source and Calculation: The COOP Assessment Review is a 24-component assessment tool that helps measure the viability of a COOP Plan. Assessment conducted in coordination with the Virginia Department of Emergency Management.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s share of annual salaries for regional jail operations. The staffing standards are applied annually and adjustments made as appropriate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for regional jails to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Lawful Employment for Law Enforcement and Managing Jail Risk training. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the total cost of regional jail operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) System indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Up

    Measure Baseline Value:

    90

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for regional jail superintendents was 90%.

    Measure Target Value:

    92

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for regional jail superintendents of 92% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all Constitutional Officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s share of annual salaries for local law enforcement operations. The staffing standards are applied annually and adjustments made as appropriate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for Local Law Enforcement to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer and Lawful Employment for Law Enforcement training. The Compensation Board has also implemented a Sheriffs' Accreditation Program and a Master Deputy Program for Deputy Sheriffs. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the total cost of local law enforcement operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    88

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for Sheriffs was 88%.

    Measure Target Value:

    92

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for Sheriffs of 92% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all Constitutional Officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s proposed share of annual salaries for local court services operations. The staffing standards have not been funded by the General Assembly at this time, however. Approved funding is less than the staffing standards needs indicate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for Local Court Services to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer and Lawful Employment for Law Enforcement training. The Compensation Board has also implemented a Sheriffs' Accreditation Program and a Master Deputy Program for Deputy Sheriffs. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    88

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for Sheriffs was 88%.

    Measure Target Value:

    92

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for Sheriffs of 92% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all Constitutional Officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Provide the Commonwealth's share of funding for the total cost of local court services operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board funds the Commonwealth’s share of annual salaries and associated fringe benefits for Sheriffs'.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for Sheriffs to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer and Lawful Employment for Law Enforcement and Managing Jail Risk training. The Compensation Board has also implemented a Sheriffs' Accreditation Program and a Master Deputy Program for Deputy Sheriffs. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the total cost of Sheriffs' salaries and associated fringe benefits in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    88

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for Sheriffs was 88%.

    Measure Target Value:

    92

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for Sheriffs of 92% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all Constitutional Officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s share of annual salaries for local jail operations. The staffing standards are applied annually and adjustments made as appropriate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for Local Jail operations to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Lawful Employment for Law Enforcement and Managing Jail Risk training. The Compensation Board has also implemented a Sheriffs' Accreditation Program and a Master Deputy Program for Deputy Sheriffs. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the total cost of local jail operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    88

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for Sheriffs was 88%.

    Measure Target Value:

    92

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for Sheriffs of 92% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all Constitutional Officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes inmate forecasts to determine the proposed payments of the Commonwealth’s projected per diems for local jails holding inmates arrested on state warrants.
  • Payment of the Commonwealth’s per diems for local jails: - The Compensation Board provides quarterly payment to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local jails to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Lawful Employment for Law Enforcement and Managing Jail Risk training. A Master Deputy Program is also available to Deputy Sheriffs. This program has been approved and funded by the General Assembly. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for local jail per diems in a timely manner.
  Objective Description
  Local jails are dependent upon the Commonwealth's share of their total cost of operations (per diems). Timely payment of per diems is critical for the successful and on-going operation of the local jails.
  Objective Measures
  • Annual percentage of timely payments.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly reported inmate data is processed and payments are made within the quarterly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in payments.

    Data Source and Calculation: Reports from the Local Inmate Data System (LIDS) indicate whether the payment was processed by Compensation Board staff within the established deadlines.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes inmate forecasts to determine the proposed payments of the Commonwealth’s projected per diems for regional jails holding inmates arrested on state warrants.
  • Payment of the Commonwealth’s per diems for regional jails: - The Compensation Board provides quarterly payment to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional Officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for regional jails to include the Local Inmate Data System (LIDS), Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Lawful Employment for Law Enforcement and Managing Jail Risk training. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for regional jail per diems in a timely manner.
  Objective Description
  Regional jails are dependent upon the Commonwealth's share of their total cost of operations (per diems). Timely payment of per diems is critical for the successful and on-going operation of the regional jails.
  Objective Measures
  • Annual percentage of timely payments.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly reported inmate data is currently processed and payments are made within the quarterly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in payments.

    Data Source and Calculation: Reports from the Local Inmate Data System (LIDS) indicate whether the payment was processed by Compensation Board staff within the established deadlines.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board funds the Commonwealth’s share of annual salaries and associated fringe benefits for local finance directors.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local finance directors to include the Constitutional Officers Information Network (COIN) System and New Constitutional Officer, Deputy and Office Administrator and Lawful Employment Practices training. The Compensation Board has also implemented a Career Development Program for local finance directors. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the salaries and associated fringe benefits of local finance directors in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for local finance directors was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for local finance directors of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s proposed share of local finance directors operations. The staffing standards have not been funded by the General Assembly at this time, however. Approved funding is less than the staffing standards needs indicate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local finance directors and their staff to include the Constitutional Officers Information Network (COIN) System and New Constitutional Officer, Deputy and Office Administrator and Lawful Employment Practices training. The Compensation Board has also implemented a Career Development Program for local finance directors.Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for local finance director operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for local finance directors was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for local finance directors of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board funds the Commonwealth’s share of annual salaries and associated fringe benefits for local Commissioners of the Revenue.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local Commissioners of the Revenue and their staff to include the Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Deputy and Office Administrator and Lawful Employment Practices training. The Compensation Board has also implemented Career Development Programs for Commissioners and Deputy Commissioners of the Revenue. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the salaries and associated fringe benefits of local Commissioners of the Revenue in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for local Commissioners of the Revenue was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for local Commissioners of the Revenue of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s proposed share of local Commissioners of the Revenue operations. The staffing standards have not been adopted by the General Assembly at this time, however. Approved funding is less than the staffing standards needs indicate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local Commissioners of the Revenue and their staff to include the Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Deputy and Office Administrator and Lawful Employment Practices training. The Compensation Board has also implemented Career Development Programs for Commissioners and Deputy Commissioners of the Revenue.

• Provide the Commonwealth's share of funding for the total cost of local Commissioners of the Revenue operations in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for local Commissioners of the Revenue was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for local Commissioners of the Revenue of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board utilizes staffing standards that were developed in cooperation with respective constitutional officers to determine the Commonwealth’s proposed share of annual salaries for local Commissioners of the Revenue for State Tax Services. The staffing standards have not been approved by the General Assembly at this time, however. Approved funding is less than the staffing standards needs indicate.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for local Commissioners of the Revenue and their staff to include the Constitutional Officers Information Network (COIN) System, and New Constitutional Officer, Deputy and Office Administrator and Lawful Employment Practices training. The Compensation Board has also implemented Career Development Programs for Commissioners and Deputy Commissioners of the Revenue. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.

• Provide the Commonwealth's share of funding for the total cost of local Commissioners of the Revenue operations for State Tax Services in a timely manner.
  Objective Description
  Constitutional officers are dependent upon the Commonwealth's share of their total cost of operations. Timely reimbursement of authorized expenditures is critical for the successful and on-going operation of the constitutional officers and is equally important to the Compensation Board from an audit and customer service perspective.
  Alignment to Agency Goals
  • Agency Goal: Provide prompt reimbursement of constitutional officer monthly reimbursement requests.
  Objective Measures
  • Annual percentage of timely reimbursements.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    6/30/2006

    Measure Baseline Description: 100% of properly submitted reimbursement requests are currently processed within the monthly deadline.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: To maintain 100% timeliness in reimbursements.

    Data Source and Calculation: Reports from the Constitutional Officers Information Network (COIN) indicate whether the reimbursement was processed by Compensation Board staff within the established deadlines.

• Improve constitutional officers' efficiencies and thereby enhance the level of services provided to the citizens of Virginia.
  Objective Description
  The Compensation Board assists constitutional officers and their staff through automation, training and other means, implementing process and systems improvements to improve operational efficiencies.
  Alignment to Agency Goals
  • Agency Goal: Provide outstanding customer service support to constitutional officers through Compensation Board products and services.
  Objective Measures
  • Overall customer satisfaction with Compensation Board activities, as demonstrated by the ratings (%) received in an annual survey of all constitutional officers.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    82

    Date:

    6/30/2005

    Measure Baseline Description: The FY05 Overall Satisfaction rating for local Commissioners of the Revenue was 82%.

    Measure Target Value:

    88

    Date:

    6/30/2010

    Measure Target Description: To achieve and/or maintain an Overall Satisfaction rating for local Commissioners of the Revenue of 88% by FY2010.

    Data Source and Calculation: The Compensation Board annually sends a Customer Satisfaction Survey to all constitutional officers. The Survey is comprised of Section A: General Satisfaction and Importance (Customer Service, Products, Liaison Functions and Training Sections), Section B: Overall Satisfaction, Section C: Demographics, Section D: Comments and Section E: Officer-Specific Satisfaction and Importance. The Overall Satisfaction rating is used as the primary measurement tool for Compensation Board management and staff.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • Determination of the Commonwealth's share of a reasonable budget: - The Compensation Board funds the Commonwealth's share of the salaries and associated fringe benefits of Commonwealth's Attorneys.
  • Reimbursement of the Commonwealth’s share of the total cost of operations: - The Compensation Board provides monthly reimbursement to the localities in accordance with established guidelines and timeframes.
  • Customer service assistance: - Constitutional officers are assigned a senior fiscal technician with the day-to-day responsibilities for addressing systems and job related questions, issues, and/or problems. However, all Compensation Board staff are available to provide assistance to its customer base as available/necessary.
  • Training: - The Compensation Board provides and/or coordinates systems and job related training for Commonwealth's Attorneys to include the Constitutional Officers Information Network (COIN) System, New Constitutional Officer and Lawful Employment Practices, and Commonwealth's Attorneys' Office Administrators training. A Career Prosecutor Program has also been implemented for Assistant Commonwealth's Attorneys. Budget Constraints have limited the amount of funding available for the Training program and has limited the number of trainings offered.