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HomeMy WebLinkAboutMINUTES - 09121995 - SD9 TO: BOARD OF SUPERVISORS I,p.-1 � 5..... Contra FROM: INTERNAL OPERATIONS COMMITTEE Costa DATE: August 7, 1995 ' County qc--- SUBJECT: REPORT ON MEETING WITH THE COUNTY ADMINISTRATOR REGARDING THE PERFORMANCE, ACCOMPLISHMENTS, ISSUES AND FUTURE ni; HIS DEPARTMENT SPECIFIC REOUEST(S)OR RECOMMENDATION(S)3 BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. ACCEPT this report from the Internal Operations Committee on its meeting with the County Administrator. 2. ADOPT as a policy,of the Board of Supervisors that unless the Board specifically directs otherwise or unless other deadlines dictate otherwise, items on the Board agenda which are deferred in order for staff to provide additional information or follow-up reports be deferred for two weeks rather than one week. 3. REQUEST the County Administrator to prepare and forward to the Board of Supervisors a report on the Public Facilities Corporation that describes how much leased space the County has now, how much owned space the County has now and in what direction the -County's long-term capital facilities policy should be moving in the next five years. 4. REQUEST the County Administrator to prepare a "White Paper" for the Board.of Supervisors on Affirmative Action which addresses the following points: ❑ A summary of what County's current affirmative action program includes, both in terms of hiring and in terms of the MBE/WBE/DBE policies on contracting. ❑ A summary of the extent to which current Federal and State laws dictate the County's affirmative action program and in what areas the. County has discretion under current law. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON 12, 1995 APPROVED AS RECOMMENDED X OTHER X APPROVED the recommendations set forth above with Recommendation No . 7 amended to permit the Internal Operations Committee and County Administrator to define the specific standard form which County Departments are to submit their evaluation data with the full Board conducting the performance evaluation of. each County Department. VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE X UNANIMOUS(ABSENT I ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. CC: ATTESTED September 12 , 1995 PHIL BATCHELOR,CLERK OF THE BOARD OF County Administrator SUPERVISORS AND COUNTY ADMINISTRATOR M382 (10/88) BY r DEPUTY ED A methodology that might be pursued to establish and operate an affirmative action program for the County if there were no Federal or State requirements (including the Federal District Court consent decree) with which the County were required to comply. 5. REQUEST the County Administrator to outline for the Board of Supervisors a process by which the Board could arrive at a "Vision Statement" which would describe specific directions in which County government should be going in this County over the next several years. 6. REQUEST the County Administrator to outline a more detailed outline and format for Departmental evaluation reports for the 1995-96 fiscal year so that there is a high degree of consistency in terms of the format departments use for the preparation of their reports and that the same elements are covered in each departmental report. 7. DETERMINE whether departmental evaluation reports should be made: ✓ to the 1996 Internal Operations Committee as was done during the 1994-95 fiscal year, as is preferred by Supervisor DeSaulnier, or ✓ to the full Board of Supervisors, perhaps using a portion of each month's evening Board of Supervisors' meeting so the entire Board of Supervisors has an opportunity to discuss each department's activities, accomplishments and future directions, as is preferred by Supervisor Rogers. BACKGROUND: On June 28, 1994, the Board of Supervisors, at the request of Supervisor DeSaulnier, referred to the Internal Operations Committee a request to develop a procedure which would allow the Internal Operations Committee to meet with each Department Head during the year and report on the Department's activities. A number of Department Heads were heard in 1994. On December 13, 1994, the Board of Supervisors referred this item to the 1995 Internal Operations Committee for the purpose of hearing from the remaining Department Heads. On August 7, 1995, we had the opportunity to meet with the County Administrator, Phil Batchelor, his senior staff and Division heads. Mr. Batchelor presented the attached report to us and reviewed it with our Committee. In discussing workload with Mr. Batchelor, we noted the difficulty of trying to turn reports around in one week when a request is made late on a Tuesday afternoon and the final staff report has to be in the Board's packet 48 hours later (Thursday afternoon) if it is going to be a part of the normal processing of Board items. We are, therefore, recommending that such requests routinely be for two weeks, rather than one week, although there will always be situations where a one-week turn around must be adhered to. We are also asking for a report from the County Administrator on the capital facilities the County has, both leased and owned, and in what directions we should be going over the next five years. In view of the move at both the Federal and State level to modify or abolish affirmative action requirements, we believe that it is timely for the Board of Supervisors to review the affirmative action requirements we have and how we might fashion an alternative affirmative action program if we were free of the Federal and State requirements and could design a program that we believe meets our needs. -2- We have also taken this opportunity to suggest to the County Administrator that we need a vision of where we should be going, both as a County and as a County government. We are asking that the County Administrator outline a process we might follow to accomplish this. We are also asking that a consistent format be used for departmental evaluation reports in the coming fiscal year so that each department covers the same items in the same order so it is easier for us to review the reports. Our Committee differs on how the Board of Supervisors should review these reports this next time around. Supervisor DeSaulnier believe that they should continue to be provided to the Internal Operations Committee, as has been done this past year. Supervisor Rogers believes that these reports should be made to the full Board of Supervisors - outside of the annual budget context - so that the full Board can review each department, provide a broader vision and have an opportunity to talk with the department head. He suggests that the Board might want to use some of its evening meetings on the third Tuesday of the month for this purpose. He believes that this would be feasible if the reports are boiled down and the issues are summarized for the Board to review. _3_ r l OFFICE OF THE COUNTY ADMINISTRATOR REPORT TO THE INTERNAL OPERATIONS COMMITTEE OF THE BOARD OF SUPERVISORS AUGUST 1995 TABLE OF CONTENTS Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Functions of County Administrator's Office . . . . . . . . . . . . . . . . . . . . . . . . 2 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Client Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1995 Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 The Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 • r i OVERVIEW Under Title 2 of the Contra Costa County Ordinance Code, the County Administrator is charged with the effective administration of County government and ensuring implementation of actions taken by the Board of Supervisors. Consistent with its legislative mandate, the Office of the County Administrator's mission is to: Preserve the fiscal integrity of the County Increase organizational efficiency, effectiveness and excellence Increase intergovernmental cooperation and public access to government The duties of the County Administrator's Office are performed by eight divisions: E Administrative Services © Clerk of the Board © Data Processing ® Emergency Services © Human Resources [E] Revenue Collections E Risk Management © Training Institute As the Administrative head of County government, the CAO is continually challenged to meet the ever-expanding range of citizen needs with fewer resources and less local discretion. Pride in work well done, openness to change and investment in the organizational infrastructure, including our employees, has been the hallmark of the past, and continues to be the guide for the future. Functions of the County Administrator's Office Administrative Services ♦ Board of Supervisors Support ♦ Organizational Leadership ♦ County Budget ♦ Criminal Justice Agency ♦ Special Districts ♦ Capital Resources Management ♦ CCN/Public Access to Government ♦ Affirmative Action ♦ Intergovernmental Relations/Legislation Clerk of the Board ♦ Board of Supervisors Support ♦ Assessment Appeals Support Data Processing Services ♦ Operations ♦ Personal Computing Services ♦ Systems and Programming ♦ Network Services Office of Emergency Services ♦ Disaster Preparedness Planning ♦ Contract Cities Preparedness Planning Human Resources ♦ Labor Relations ♦ Personnel ♦ Employee Benefits Office of Revenue Collections ♦ Accounting ♦ Collections Risk Management ♦ Liability ♦ Workers Compensation ♦ Safety Training Institute ♦ Employee Development 2 1 RESOURCES FinancW Resources The adopted 1995-96 budget for the County Administrator's Office totals $23 million, $16 million of which is revenue offset. By division, the budget is: Bud et Financing NCC Administrative Services $2,496,358 $1,342,576 $1,153,782 Clerk of the Board 356,728 80,417 276,311 Data Processing 7,577,093 7,577,093 -0- Emergency Services 337,493 192,390 165,103 Human Resources 4,212,849 2,954,680 1,258,169 Revenue Collections 1,501 ,591 11501 ,591 -0- Risk Management 6,490,926 2,216,818 4,274,108 Training Institute 292,246 256,852 35,394 Total $23,265,284 $16,102,417 $7,162,867 Personnel Resources The County Administrator's Office has reduced its staff by 14% since 1990-91: 1990-91 1995-96 Percent Actual Budgeted Change Administrative Services 30 21 <30%> Clerk of the Board 8 7 <13%> Data Processing 99 80 <19%> Emergency Services 9 4 <55%> Human Resources 50 39 <22%> Revenue Collections 18 25 39% Risk Management 22 26 18% Training Institute 4 4 -0- TOTAL 240 206 <14%> 3 Affirmative AcUon As of December, 1994, the majority of the CAD's staff were female. Minority representation approximated that of the labor force, except for higher representation among African Americans and lower among Hispanics. 0 10 20 30 40 50 60 70 8( Female Male American Indians Aslan/Pacific Islander Hispanic African American White ® CAO (Y2) ❑ Labor Force(Y1) Vck Leave The Divisions of the CAO monitor sick leave carefully. In 1994, overall usage was 60.0%' Sick Leave Usage Administrative Services 49.6% Clerk of the Board 45.7% Data Processing 54.6% Emergency Services 52.6% Human Resources 69.5% Revenue Collection 82.2% Risk Management 64.8% Training Institute 13.6% 'Eleven months only, due to changeover to new reporting system. 4 1 TechnoOogocal Resources The County Administrator's Office provides leadership to all County departments in the expanded use of automation and technology. Data Processing evaluates new software and hardware as well as systems and system applications. Workshops and forums are held periodically to educate County employees on new trends in technology. In addition, through the Productivity Investment Fund, the County Administrator's Office provides financial support to departments to automate their operations and increase their operating efficiency. In its own operations, the County Administrator's Office utilizes automation to increase efficiency and improve its services. Examples of the use of automation include: V Online budget system which gives departments direct input into the system and greatly enhances budget oversight capacity. te Liability and workers' compensation claims data system that tracks claims by cost detail, department and exposure, allows the County to more accurately adjust claims and supports our loss control program. Online collection system that manages accounts and accounts receivable, eliminating the need for paper records. In addition, the system's word processing capability customizes collection letters for individual accounts. • Microfilm and check endorsing system that saves one to two hours per day of staff time in Revenue Collections. • Computer data base (35,000 names, 117 client agencies) for marketing and training registration services in the Training Institute. or Local area network throughout Human Resources that accesses the automated personnel system (COPERS) and applicant tracking and examination processing system (TRAC) as well as word processing, graphics and spreadsheets. V Online processing of legal documents, eliminating typing of legal forms and complaints and expediting filing of legal documents which reduces the costs of legal cases and increases staff efficiency (in progress). 5 CLIENT PROFILE The County Administrator's Office serves four broad categories of clients: the Board of Supervisors; the citizens and businesses of Contra Costa; the Cities and Special Districts of Contra Costa; and the County government organization. Board of Supervisors Examples of services: ♦ staffing Board meetings ♦ staffing Board Committees ♦ legislative advocacy to support the Board's positions ♦ recruitment of Advisory Board and Commission members ♦ coordination and follow-up of Board directives ♦ oversight of implementation of Board directives Ufi zees and Businesses Examples of services: ♦ training on disaster preparedness : ♦ coordination of code enforcement ♦ leadership on new service initiatives.(Service Integration and Juvenile Justice Continuum of Care) ♦ Contra Costa Television ♦ Outreach to minority and women owned businesses on County contract opportunities. ♦ responses to individual concerns and questions ♦ increasing access to government (such as Ad Hoc Budget Committee, Business Leaders Alliance, Expanded Youth Services Board) ♦ Oversight of County services to ensure equal access ♦ Advising and counseling citizens regarding County employment opportunities 6 1 Cities and Special Districts Examples of services: ♦ revenue collection ♦ disaster preparedness planning ♦ staff development/training ♦ cooperative purchasing ♦ liaison with City/County Relations Committee and Public Managers Association ♦ budget staff to Special Districts ♦ personnel support/consultation to Special Districts ♦ staff support on inter-District issues C uft0anizati n ° P' Examples of services: ♦ budget development and oversight ♦ data processing development and support ♦ oversight and review of departments ♦ capital resources management ♦ maximizing General Fund resources ♦ resolving inter-departmental issues ♦ managing human resources, including equal employment opportunities ♦ negotiating labor contracts ♦ managing risk liability ♦ staff development/training ♦ inspiring an organization dedicated to efficiency, effectiveness and excellence 7 1995 Performance Indicators PRESERVE THE DISCAL INTEGRITY OF CONTRA COSTA COUNTY Indicators: • Credit Rating • Revenue Maximization • County Budget • Capital Resource Management • Risk Management INCREASE ORGANIZATIONAL AI11"16b`6'i1TI081'3AL EFFICDEU CY, EFFECTIVENESS ANDEXCELLENCE Indicators: • Organizational initiatives • Critical issue management • Staff development • Affirmative Action • Automation INCREASE INTERGOVERNMENTAL ENTAL COOPERA TION AND PUBLIC ACCESS TO GOVERNMENT Indicators: • Citizen involvement • Public outreach • Public agency joint action 8 PRESERVE THE FISCAL aNTEGR#TY OF COnhVTRA COSTA COUNTY Indicator: Credit Rating The County's credit rating impacts our cost of funds. The crediting rating is a direct reflection of the investment community's perception of the fiscal management ability of the County. County staff maintains an open working relationship with rating agency staff, brokers, bankers, financial consultants and legal advisors in order to stay current with developments in the investment community and keep them informed of developments within the county. Measures of accomplishment include: ✓ Long term lease debt ratings of A-1 (Moody's) and A+ (Standard and Poors), the highest ratings of any California county. Contra Costa is one of only four counties to enjoy this high rating. ✓ Short term ratings of MIG 1(Moody's) and SP1+ (Standard and Poors), the highest possible short term ratings. ✓ Sold tax and revenue anticipation notes at 3.65%, the most favorable rate in the state to date. The high demand for our notes was evidenced by twice the number of orders as notes available. ✓ Organized and managed sale of certificates of participation through the Contra Costa County Public Facilities Corporation to upgrade and purchase four leased buildings at a very favorable interest rate (6.4%). The action obviated future space cost increases; significantly improved employee working conditions; and provided for equity development and future ownership of the buildings. ✓ Reviewed, with the County Treasurer and rating agencies, the County's investments and investment practices to verify our continued ability to meet liquidity requirements and absence of risky investments. Moody's found our investment pool "liquid and conservative," while Standard and Poors found it met their guidelines for investment of municipal issuers' operating funds. Rating agency comments also acknowledged the County's "strong financial management" and "low overall debt burden." 9 Indicator: Revenue Maximization With the state's continuing imposition of unfunded mandates and maintenance of effort requirements on the County as well as loss of $81.5 million in property tax revenues to the state in 1994-95, it has been increasingly critical for the County to maximize its sources of revenue. Measures of accomplishment include: ✓ Earned over $2 million from monitoring sales tax revenue by identifying state and business sales tax distribution errors since program inception in 1990. ✓ Collected $800,000 in booking fees (last complete fiscal year), maintaining an average collection rate of 98% since program inception in 1990. ✓ Recovered over $300,000 in delinquent booking fees through negotiation of a favorable settlement of a pending lawsuit by working with the city managers to develop an acceptable fee methodology. ✓ Negotiated favorable redevelopment agreement with the City of Pittsburg on property tax pass-through, yielding $12.3 million to the general fund and $2 million for a new Pittsburg Health Clinic over a ten year period. ✓ Identified franchise fee underpayments through an audit of payments by three TCI Cable systems and Bay Cablevision over the past three years (preliminary findings). ✓ Transferred the foster care budget for juvenile court wards from Social Services to Probation to increase Probation's fiscal incentive to maximize federal eligibility and minimize costly out-of-home placements(through its new placement diversion program). Program savings is funding the 20 bed serious offender unit at Juvenile Hall. 10 Indicator: County Budget The challenge of presenting a timely, balanced budget to the Board of Supervisors becomes increasingly difficult as the state continues to seize County resources and increase unfunded mandates and maintenance of effort requirements. Measures of accomplishment include: ✓ Presented a recommended 1995-96 budget to the Board of Supervisors that was balanced and timely. The budget closed a $24 million gap in revenue, while minimizing service reductions and employee layoffs. Developed and installed a new computerized budget system that provides on-line budget access, eliminates down time and fiscal year transitional problems and gives the departments direct input into the budget system. The new budget system also increases budget analysis and forecasting capabilities. Redesigned labor negotiation strategies to involve department heads in establishing negotiation priorities and to use the new budget system to identify direct and indirect costs of settlement proposals. Indicator: Capital Resources Management To minimize building occupancy costs, and to meet programmatic needs, the County manages existing capital resources and develops new ones to maximize cost effectiveness. Measures of accomplishment include: ✓ Opened a new 41,000 square foot fleet service center funded through the sale of the old facility and low cost bond financing. The new facility increases operational efficiency by centralizing activities and improves employee working conditions. ®/ Finished construction of the West County Detention Program Building that enhances programs and improves security for the women's unit. Secured a $1.9 million state grant to finance the project. / Completed lease purchase of the 100 bed North Concord Homeless Shelter. Secured over 50% of the financing from CDBG funds allocated to Antioch, Concord, Walnut Creek and the County. 11 Indicator: Risk Management The County minimizes its financial liabilities through prevention programs and careful oversight and management of claims. Measures of accomplishment include: ✓ County liability claims administration rated "superior' in the 1994 independent audit of the program. ✓ Reduced annual workers' compensation medical charges by 22% through contracted bill review, preferred provider network, hospital bill review and utilization review. Closed 44% of the liability cases without any settlement payment. INCREASE ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS AND EXCELLENCE Indicator: Organizational Initiatives Contra Costa County continually strives to improve its organization to better meet client needs and to wisely use taxpayer resources. Measures of accomplishment include: ✓ Established the multi departmental service integration teams that reconfigure service delivery to be child-centered, family-focused and community-based. The first two centers, located in Bay Point and North Richmond, already have strong community support and have achieved positive outcomes for children and families. The County was selected as one of five counties statewide under AB 1741 to work with the state for regulatory and statutory waivers to increase service efficiency and effectiveness. ✓ Worked with Superior and Municipal Courts to fully implement a court coordination program to expedite disposition of criminal cases and to maintain support agency service levels without additional resources. 12 ✓ Reorganized the Board of Supervisors' agenda to more efficiently use the time of board members, staff and the public. On a weekly basis, review agenda items to ensure proper placement (consent calendar, short discussion, deliberation, hearings). ✓ Established the "Customer Connection" program to improve human resource services to county departments, including quarterly work plans and an advisory committee of departmental representatives to provide feedback and advice on service improvements. ✓ Implemented the "Improving Work Processes" program to streamline human resource processes, define client needs and measure program effectiveness. Received and, currently, processing over 8,200 assessment appeal applications (approximately 100% more than 1993) with no increase in staff. ✓ Prepared the Policy Academy application that resulted in Contra Costa County being selected as one of nine counties statewide to, participate in foundation-sponsored forums on improving outcomes for children and families. The Policy Academy was charged by the Board of Supervisors with the task of analyzing the County's major children and family strategies. J Established an ongoing, revolving fund that finances departmental productivity projects which otherwise would have no source of funding: example, General Services $135,000 Digital Telephone switch which eliminates the need for 200 CENTREX lines (estimated savings $89,000/year). Indicator: Critical Issue Management Both in its support role to the Board of Supervisors and administrative head of the Contra Costa County organization, the County Administrator's Office works to facilitate resolution of issues of importance to the public, the Board and to the functioning of the organization. Measures of accomplishment include: 13 ✓ Directed the grant preparation process for 1995 Head Start grants resulting in approval of over $6 million in funding, following two previous rejections of grant applications. ✓ Worked with the Juvenile Systems Planning Advisory Committee to analyze juvenile justice needs, resulting in a continuum of care strategy that includes not just replacement of Juvenile Hall, but also a range of less restrictive, less costly alternatives. ✓ Supported the Board of Supervisors in their review of the management of various community-based organization contracts with the County, bringing together contracting departments and Auditor's Office to examine contract compliance to ensure effective service delivery. Cooperatively worked with the Commissions of the Contra Costa, Riverview, West County, Pinole and Oakley Fire Districts, to consolidate County operations, effective July 1, 1994. ✓ Provided staff support to the Internal Operations Committee, Family and Human Services Committee and Finance Committee in support of the Board's effort to examine critical issues, such as adoptions, and to provide an open forum for the public to debate these issues. ✓ Worked with department heads to resolve management issues and improve the administration of their departments. Indicator: Staff Development The County's greatest resource is its employees. Through the Human Resources Department, the Training Institute and other means, the County Administrator's Office supports professional staff development as well as employee understanding of issues facing the County and individuals' roles and responsibilities. Measures of accomplishment'include: ✓ Conducted a mid-managers conference to brief over 300 mid- managers on issues of significance and to address issues of concern. 14 ✓ Re-instituted the Employee Service Awards to acknowledge individual employee service to the County on their anniversary dates. ✓ Developed departmental guidelines and monitoring procedures to ensure that every management employee receives an annual performance evaluation. ✓ Held an all-day training session for department heads, in addition to the monthly meetings, to facilitate cooperation and understanding between departments and to discuss multi-departmental issues. ✓ Trained 180 managers and department personnel representatives on changes to the Memoranda of Understanding with employee organizations. ✓ Conducted training sessions on changes to the County's leave policies, resulting from the Family Medical Leave Act.. ✓ Placed into alternate jobs all those laid-off employees who were interested in continuing their employment with the County. ✓ Developed and negotiated changes in the Reemployment Services Program to include actions to be taken prior to actual layoff. ✓ Trained employees in CPR/First Aid, ergonomics and lifting techniques as part of the risk management program. ✓ Conducted workshops and training sessions for 1,637 participants to increase their work skills and abilities through the Training Institute. ✓ Conducted training for all County departments in the use of the new budget system. ✓ Trained managers, supervisors and employees on the policy and procedures used to process requests for Americans with Disabilities Act-accommodations. 15 Indicator: Affirmative Action The County's Affirmative Action Program supports employment and promotional opportunities for minorities and females. A recent grand jury report stated, The County Administrator has taken positive steps by appointing qualified minorities in management level positions," and "Contra Costa County government continues its efforts to make the labor force representative of all the citizens of our diverse society." Measures of accomplishment include: ✓ Exceeded labor force representation for females and all minority groups in hiring new employees. ✓ Exceeded labor force representation among females, African Americans, Asian/Pacific Islanders and American Indian/Alaskan Natives for employee promotions. ✓ Surveyed all County buildings for compliance with Americans with Disabilities Act accessibility requirements. Prioritized areas needing greater accessibility and completed retrofit of 23 work sites. ✓ Expanded opportunities for MBE/WBE participation by adopting the State of California Department of Transportation Certification List. Reviewed contract practices and specifications to streamline the process for Public Works and General Services Departments. ✓ Supported the Equal Employment Opportunity Advisory Council in developing the form and process for evaluating departmental affirmative action and implementation plans. ✓ Developed systems for tracking and reporting the representation of protected class members in the Temporary and Contract Temporary workforce. Indicator: Automation Increasing productivity is essential in this era of diminishing resources. The County is continually searching for new ways to use technology to increase organization efficiency and effectiveness. Measures of accomplishment include: 16 ✓ Established a business systems planning committee to study countywide automation options to facilitate development of networks and linked systems accessible to all County departments. ✓ Installed a paperless warrant system (in cooperation with the cities) that automatically records warrants in a countywide system that is accessible to all public agencies connected to the County's criminal justice information network. ✓ Reviewed and selected an electronic records management program for the Clerk of the Board that will increase the accessibility of Board records. ✓ Installed online processing of legal documents to eliminate typing of legal forms and complaints, expedite the filing of legal documents and reduce the cost of legal cases. ✓ Implemented a new automated system (TRAC) to improve and streamline the County's recruitment, testing and hiring processes: The system also provides comprehensive reports for management and decision-making purposes. INCREASE INTERGOVERNMENTAL CCCPE TION AND PUBLIC ACCESS TO GOVERNMENT Indicator: Citizen Involvement The County continues to expand the forums available to citizens to learn more about County government. Measures of accomplishment include: ✓ Worked with Board of Supervisors' representative to involve business leaders in County issues and to elicit their,understanding, support and ideas for more efficient and effective County government (Business Leaders Alliance - ongoing). ✓ Conducted the Ad Hoc Budget Committee meetings to examine budget issues and alternatives. 17 ✓ Conducted three budget workshops for the Board of Supervisors to analyze County revenue sources, expenditure patterns and alternatives for balancing the budget. Indicator: Public Outreach Citizen understanding of County government is dependent upon citizen accessibility to government process, procedures and information. Measures of' achievement include: ✓ Designed and produced the County's Program Budget which includes a succinct description of each department, the staffing levels, gross expenditures, financing, net county cost and the level of discretion the Board has over the program. The Taxpayers' Association has commended the County for this "user-friendly" document. ✓ Developed and produced the Children and Family Services Budget, which divides County programs into functional areas to more clearly identify the range of support services for children and families. ✓ Produced the Efficiency and Effectiveness Report that highlighted County achievements in an easily read format. ✓ Expanded Contra Costa Television (CCTV) programming to 24 hours weekly on five cable systems in July 1994, since expanded to eight cable systems. This is a first for a California county. ✓ Presented November election results in real time on eight cable systems. ✓ Currently, air weekly Board meetings on eight cable systems. J Conducted a Board workshop with the Treasurer/Tax Collector that reviewed the County's investment policies to demonstrate that the concern over Orange County was not applicable to Contra Costa County. ✓ Conducted the annual workshop for construction contractors to inform them of the County's MBE/WBE program (35 companies in attendance). 18 ✓ Worked with the "California County" magazine on two articles that highlighted low African American mortality rates in Contra Costa and access to government through television (including CCTV), Indicator: Public Agency Joint Initiatives The County has made a concerted effort to work with other public agencies to leverage our mutual resources. Measures of achievement include: ✓ Cooperatively, worked with eight cities to develop a request for proposal to audit cable franchises; distributed the proposal; reviewed responses; and currently, overseeing the audit contract. ✓ Worked with City of Walnut Creek to provide joint funding for construction of a new fire station which will also allow for the relocation of Walnut Creek's Station No. 3 and improve service in the Rossmoor area. ✓ Worked with the cities to develop a cable coordinators group with representation from all cities, to facilitate coordination and cooperation on cable television issues. ✓ Through the Training Institute, provided employee training for 12 cities and special districts. Forty percent of the Training Institute's work is now for those public agencies. ✓ Currently, participate in joint planning sessions for an October 1995 summit with the cities to foster better understanding and knowledge of each others duties and responsibilities. ✓ Worked with the Office of Education to place 84 youth in summer jobs with the County. ✓ Assisted the Martinez School District in defining curriculum to prepare students for the work force. ✓ Worked with the Board of Supervisors and City of Clayton to provide innovative, expanded library services in Clayton. 19 CHALLENGES The County's Administrator's Office's mission is to: Preserve the fiscal integrity of Contra Costa County. Increase organizational efficiency, effectiveness and excellence. a Increase intergovernmental cooperation and public access to government. The challenge for the County Administrator's Office, and for the County as a whole, is to fulfill its mission within the constraints imposed by limited resources and limited discretion. Organizational change is key to this effort. In addition, we must continue to work towards reducing dependency on governmental systems. Limited Resources - County general purpose revenues are declining, both in total dollars and as a percentage of the total budget. Between 1990-91 and 1994- 95, the County lost $56.9 million (24%). Loss of these discretionary revenue makes it more difficult to meet local needs and priorities. Um ftedl Discretion - The County's programmatic and fiscal discretion is shrinking, due to increasing reliance on restricted revenues and state and federal mandates. Between 1990-91 and 1994-95, restricted revenues increased by 49% ($178 million). Restricted revenues not only determine what programs will be funded, but often control program scope, management and client eligibility. Required maintenance-of-effort and unfunded mandates further erode the Board's ability to define the scope and nature of County programs. Dergendency our Governmen - Over 35% of the County's budget ($319.9 million) is spent on children and family services. Another $22.7 million is spent on indigent medical care and $16 million on General Assistance. These figures represent not only an enormous demand on taxpayers' resources, but are also a measure of the inability of people to care for themselves. 20 ti In the past, our programs have often dealt with the symptoms of dependency, but not the causes. Our challenge is to redefine government's role in assisting people, to clearly put responsibility on individuals, to address the full range of client needs in an integrated system of support and to recognize the necessity of prevention, early intervention and follow-up, not just crisis intervention. ftanQzatlonal Change - Reconfiguring services will require organizational changes. Our departments need to work more closely together in leveraging resources and assisting their clients. The service integration effort is an example of what can be done. Other collaborative efforts are necessary as well. To support a more effective service delivery system, Contra Costa must have an organizational infrastructure that is supportive of change, productivity and efficiency. We must continue to use technology to link systems, to reduce paperwork and to increase citizen access to services. We must also look for ways to increase the flexibility and productivity of our workforce as well as to engage our employees as active partners in the change process. 21 THE FUTURE Over the past five years, the state has been the greatest external force for change in the County: state seizure of revenues; state-mandated services; state budget cuts. The federal government primarily has been a source for new revenues, either to backfill state reductions or to expand programs (mostly in health care). In the future, the federal government's efforts to reduce and balance its budget could have major consequences for County services. In addition, public attitudes toward government are changing, as is the willingness of the public to support government functions Fed eiral Goveirnm nt Under various configurations, the federal government is moving toward replacing welfare entitlements with capped block grants to the states. At issue will be the degree of discretion allowed the states in managing the programs and the amount of each state's allocation. Since the counties administer California's welfare programs, this could have enormous consequences on both revenue and program design. The prospect of reduced revenues with continued state micro- management of programs is particularly troubling. State Goveirn vena Once again the state did not adopt its budget on time. This exposes the counties to program reductions and revenue seizures for a full fiscal year which much be recovered in less than 12 months. Furthermore, as of this writing, promised legislative relief for General Assistance had not passed the Legislature. Another major concern will be the state's handling of the federal block grants for welfare. Realignment proposals could also leave the County vulnerable to inadequate and .unstable revenue sources. Will the state give the counties the flexibility necessary for us to increase program efficiency and service effectiveness? The state is also moving towards managed care in mental health and medical care. These initiatives could have a profound effect on the County's health care system. PuNic At dtludes Many people believe that government is not wisely using taxpayer resources. They are calling for a higher standard of efficiency and effectiveness in service delivery. Some believe that government should be less involved in the lives of individuals; others believe that public protection should be the priority. 22 I , New attitudes towards government provide both challenges and opportunities for the County. Many of our systems are not as efficient or as effective as they could be because of state and/or federal regulation of the County. New public attitudes may present an opportunity for the County to advocate for greater program autonomy. It could also lead towards a realignment or consolidation along governmental entities to reduce overlap and duplication among cities, special districts and counties. Technology has created high expectations among people regarding access to services. In the future, the County will need to provide more opportunities for direct access to information systems within the County. Parallel to this, the County will need to increase its avenues of communication to the public.