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HomeMy WebLinkAboutMINUTES - 09261995 - SD5 TO: BOARD OF SUPERVISORS Contra f FROM: Finance Committee v 's Costa September 26, 1995 �►�• "° Count DATE: ^ __ ` -'cTy J S' CUUN"� SUBJECT: FEASIBILITY OF CONSOLIDATING PUBLIC WORKS AND GENERAL SERVICES DEPARTMENTS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: 1. ACCEPT this report which recommends against the consolidation of Public Works and General Services Departments. BACKGROUND: In May 1995, the Board of Supervisors requested the Finance Committee to consider the feasibility of consolidating the General,Services and Public Works Departments. At the time, the Board was involved in a budget workshop which was examining budget balancing alternatives and the thrust of the referral was to look for efficiencies through consolidation. Hi.jtory of General Services and Public Works Departments p Prior to 1985, the Public Works Department-provided most of the services now provided by the General Services Department. In June 1985, the Board created the General Services Department by transferring building and grounds maintenance, fleet management, lease management, architectural services and telecommunication from Public Works to the newly formed General Services Department. Additionally, purchasing was transferred from the Auditor-Controller, central services from the County Administrator, grounds maintenance at the Hospital from the Health_ Services Department and radio communications from the Sheriffs Department. CONTINUED ON ATTACHMENT: YES 51GNATURE: t RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON September 26 , 1995 APPROVED AS RECOMMENDED X OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS BSEN� ) AND CORRECT COPY OF AN ACTION TAKEN. AYES: 1 A4 NOES: 3 AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: None ABSTAIN: None OF SUPERVISORS ON THE DATE SHOWN, ATTESTED September 26 , 1995 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF General Services CC: WSUPERVISORS AND COUNTY ADMINISTRATOR Gene BY 9'IAAA 044444000) DEPUTY Page 2 The primary reason the Board created a General Services Department was described in a June 19, 1995 Board order and presented below. "Creation of a General Services Department will result in consolidation of various internal support services under one administrative authority. Such action will increase the level of visibility of such services and will transfer them from other County departments whose primary missions are to provide other type of services. Organization of these internal support services within one department will provide the opportunity for making the delivery of such services more efficient and cost effective." The complete Board order is included in Attachment A. Public Works Consolidated into the Growth Management Agency, On April 17, 1990, the Board of Supervisors approved the creation of the Growth Management and Economic Development Agency which merged the Public Works, Community Development and Building Inspection Departments. The purpose of the consolidation was to "facilitate the productivity and enhanced efficiency of the County's operation in the area of Community Development, Public Works and Building Inspection." (See Board order included as Attachment B.) The consolidation initiated an elaborate effort to reinvent policies and procedures within GMEDA, which would improve coordination and cooperation among the three departments and, specifically, streamline the application and permit functions. Attachment C provides some insight into the 1990 effort to integrate processes and procedures among GMEDA Departments. The effort continues to further strengthen and improve coordination and communication efforts within GMEDA. Some examples include: • the establishment of a full service central permit center; • the creation of a pre-application process to streamline processing; • the assignment of special districts to the Public Works Department. Considerations in Consolidation of Departments Consolidation or reorganization of County services involves complex organizations, operational, financial and legal analysis. The County's financial situation requires the Board and County departments to make continuous decisions aimed at improving productivity. Consolidation or reorganization is one tool to improving productivity and will be pursued under appropriate conditions. The County Administrator has considered several criteria when evaluating whether to combine departments: 1. Can productivity be improved through a reorganization or consolidation? This question involves how well the services provided "match" with other department services. The elements involved in this issue are: • the types of persons served • the location of persons served • the facilities available to merge staff • the nature and extent of support staff necessary to deliver the service. 2. Can the span of control be reduced? Examination of the diversity and complexity of the work being managed are key to this issue. Page 3 3. Can the costs of delivering services be reduced by consolidating, reorganizing or contracting out? An estimate of short term and long term costs are usually formulated. Also, various types of costs are examined such as direct and indirect, variable and fixed and unit. 4. Does state or federal law or regulation prohibit a consolidation or reorganization? In some cases consolidations or reorganizations require a vote of the people. Over the last 15 years, the County has approved a number of department consolidations, which are listed below: • Public Health and Medical Services Departments were consolidated into a Health Services Department. • Parts of the Public Works Department and the Planning Department were consolidated into a Community Development Department. • The Marshal's Department was merged into the Sheriff's Department. • The administrative staffs of the four Municipal Courts were consolidated. • Five Fire Districts were combined into the Contra Costa County Fire Protection District. Analysis of a Consolidation of General Services and Public Works Departments What follows is an application of the four criteria listed above to determine the feasibility of a General Services and Public Works consolidation. 1. Service Match Unlike the consolidations which have taken place in the past, such as the merger of fire districts, the services provided by Public Works are distinctly different from those provided by General Services. The primary energies of Public Works are directed toward road and bridge design, construction and maintenance, flood control and engineering services which are related to land development. In contrast, General Services provides a variety of internal support services to County departments, such as building maintenance, fleet maintenance, recycling and purchasing. For General Services, the customers are primarily County departments and for Public Works, the customers of the services are the persons using the roads and bridges and cities who contract for services. Both departments maintain separate facilities and provide services at different locations. Moreover, Public Works administration,transportation planning and management activities have been gradually integrated into GMEDA. To merge General Services and Public Works would refocus these integration efforts in another direction. One possible area for overlap and duplication, which has been pointed out in the past, is the Lease Management Division of General Services and the Real Property Division of Public Works. In 1985, Local One raised this issue at the time when General Services was being created. CAO staff researched the issue and found that the two divisions did not duplicate service and should remain separate for efficiency and effectiveness (See Attachment D). The issue was raised again in 1995 by the Grand Jury. Again, after a review of the responses provided to the Grand Jury, CAO staff finds little, if any, duplication of work between the two divisions. Although both divisions are staffed by the same classification, Real Property Agents, each division performs significantly different Page 4 duties. The Public Works Department Real Property Agents perform all aspects related to acquisition required for Public Works projects. This involves appraisals, negotiations, relocation and condemnations. The General Services Department Leasing Agents locate and evaluate facilities and properties for County use, conduct lease negotiations, and perform property management functions during the term of the leases. The Lease Management Division consists of a Lease Manager (Principal Real Property Agent) and four Leasing Agents (one Senior Real Property Agent and three Associate Real Property Agents), while Public Works Real Property consists of a Real Property Agent, two Supervising Real Property Agents, three Senior Real Property Agents, one Associate Real Property Agent and two Technical Assistants. Finally, it is worthy of note that these two units were separated even when they both resided in the Public Works Department, prior to the formation of the General Services Department. Also, there has been no crossover of staff between these two divisions since the establishment of the General Services Department. In an effort to broaden our perspective, the County Administrator's staff surveyed other counties to evaluate organizational structures elsewhere. A survey of ten other counties indicated that all ten had separate Public Works and General Services Departments (See Attachment Q. 2. Span of Control The variety and complexity of the services makes it extremely difficult to increase management span of control. The services include such diverse areas as road engineering, vehicle repair, radio communications and storm water pollution control which form logical and distinct work divisions. Budget cuts over the last five years have reduced management positions and have forced a greater span of control in both Departments. In General Services, 59 positions or 20% of the permanent, full time positions have been eliminated. Of that number, 16 were management. In Public Works, 39 positions, or 14%, were eliminated, of which, 9 were management. 3. Cost Savinas Downsizing of both Departments over the last five years has greatly reduced opportunities for cutting costs through consolidation. However, staff specifically examined the prospect for both administrative and facility savings.\ Administrative Savings The Public Works overhead rate is 68%, while General Services ranges from 25.9% to 48.2%. If General Services were to consolidate within Public Works, there would be a net increase in charges to all departments since the Public Works overhead rate is higher. The Public .Works Department FTE is 254. General Services Department FTE is 238 (14 of which are General Services Administration). Current Public Works Administration could not absorb the department doubling in size. If General Services were to consolidate within Public Works, Public Works would require the equivalent of another Deputy Director for General Services. Some consolidation may be achieved within the fiscal/accounting division, which could possibly result in the elimination of one account clerk position. However, there are no substantial administrative salary savings to be realized from the consolidation of these two departments. Page 5 Facilities Savings There are no facility savings to be realized through consolidation. The Public Works facility could not absorb the additional General Services Administration, Fiscal, Purchasing, Architectural and Lease Management staff currently located at 1220 Morello, Martinez. The new General Services Service Center facility is still required and Central Services would still remain at its leased facility in Concord. 4. Legal Constraints There are no substantial legal constraints on merging the two departments. However, the legal restrictions on the use of much of the revenue received by both departments presents significant obstacles to blending and transferring monies between functions and activities. Thus, a financial separation of functions is necessary regardless of the benefits of economy of scale in a consolidation. Finding Staff could not identify any benefits to the consolidation of the General Services and Public Works Departments and identified some drawbacks. Staff applied the criteria used in the past consolidation studies to evaluate the value of a merger. These included the match of services, span of control, cost savings and legal constraints. A survey of ten other counties found that each county operated separate General Services and Public Works Departments. The proposed merger appears inconsistent with the Board actions over the last fifteen years, which focused on merging similar services. A consolidation would jeopardize the gains achieved so far by integrating the land development functions of Public Works into.GMEDA September 18 Committee Meeting The Finance Committee met on September 18 to consider the staff report, and after discussion approved the report and recommendation. bo-pubwkA 26 TO: BOARD OF S,, cRVISORS �- Phil Batche or, Contra FROM: County Administrator Costa DATE: wl � Ilount Gctober 1.0, 1985 Cy Adoption of Resolution Establishing the New General Services SUBJECT: Department SPECIFIC REOUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS I. Adopt resolution establishing the new General services Department and transferring specified employees and positions to the new depart- ment effective October 1, 1985. 2. Retain the Real Property Division within the Public works Department and direct the County Administrator to review this issue in one year to determine if an organizational change is warranted at that time. 3. Approve, in concept, creation of a Communications Manager position to direct a Communications Division to be established within the General Services Department. Direct the Director of Personnel to present to the Board on October 29, 1985, recommended job specifications and salary level for said position and to administer recruitment efforts with the c} jective of filling the position by February 1, 1986. REASONS FOR RECOMMENDATIONS By order dated June 25, 1985 the Board authorized creation of a General Services Department effective October .1, 1985. Adoption of the attached resolution will implement the Board's direction by creating the new department and transferring to it the designated employees and positions. The Real Property Division, currently part of the Public works Department, is a major support activity to the Public works Road Maintenance and Flood Control programs. Inasmuch as most of the work performed by the Reai Property Division is in support of Public Worxs Department dctIv=tics, the division should remain under the control and supervision of the Public Works Director. Creation of a Communications Division within the General Services Department will provide the County with needed centralized communications planning and coordination. It is necessary to establish a new position to oversee the Communications Division and provide leadership in development of an integrated county communications plan. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OT—ER SIGNATURE(S) ACTION OF BOARD ON nC tC�h F'_•' ] q l qg S APPROVED AS RECOMMENDED ,X. OTHER ADOPTED resolution establishing the new General Services Derartment and transferring specified emnloyees and positions to the new de^artment effecti•:: October 1 , 1905 ; ar.d RTE EP•RED plPcement of the Real Prooerty Division and establishment of a Cor-•Jnications Division to the Internal hnerations Comrit_: VOTE OF SUPERVISORS - Y- UNANIMOUS (ABSENT T ) I HERESY CERTIFY THAT THIS IS A TRUE AYES: NOES: AND CORRECT COPY OF AN ACTION TAKEN ABSENT: --': ABSTAIN: AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. cc: County Adr.iristrator ATTESTED October 15, 1985 General Services Denartment PHIL BATCHELOR. CLERK OF THE BOARD OF Auditor-Controller SUPERVISORS AND COUNTY ADMINISTRATOR Pe-sonnei Public. Works M38117-851nCernal Onerat_ons Committee 13Y DEPUTY -3- facility on Glacier Drive. Discussions aimed at including Fire Districts and Environmental Health Services at the Center are currently underway. Attachment B presents the physical layout of the Center. It is proposed that a Customer Services Manager will manage the Center and provide the ombudsperson activities included in the Board recommendation. A resolution establishing the job class and a job specification is included in Attachment C. Currently, a staff member on loan from the Public Works Department is assisting in the establishment of the Center and in simplifying and revising information on application instructions and fee schedules. Finally, Building Inspection staff has developed a brochure explaining building permit regulations and procedures. The brochure is targeted at the homeowner and provides handy step-by-step instructions. The brochure is included as Attachment D. Fee Advisory Committee The County Administrator was authorized to create an Advisory Committee to review how land development fees should be distributed among the various Departments. Another charge of the Committee was to design a "premium service" fee structure under which clients desirous of accelerated services will pay increased fees, without impacting services provided to other clients. A committee has been formed of Administrative Services Officers or the three Departments and a representative from the Administrator' s Office. The Committee is reviewing how land development fees should be distributed among the various Departments. Actual redistribution will occur gradually after the following steps are taken. First, costs and revenues related to land development services have to be identified. Second, the Departments determine which services have higher actual costs than revenues received. Finally, the fees will be redistributed and/or the fee schedule increased to cover the costs. An outside consultant is assisting the Departments with this process. Public Works and Community Development have already established the need for fee increases for a number of services. A proposed increase to their fee schedules has been prepared and is currently under review by the development community. The Board of Supervisors will be asked to hold a public hearing on the proposed increases on July 31, 1990. The Committee has briefly discussed the development of a premium service fee structure to serve those who desire accelerated services. Currently Community Development and Building Inspection Departments provide variations in service on an informal basis. For example, Community Development has used consultants and assigned one project only to a planner on a temporary basis. Building Inspection occasionally grants a permit for a total project, reviews plans immediately as the builder completes each step, and inspects in stages. Over the next two months, the Committee will be examining how the premium service concept could be implemented. Outreach Plan.iers The Community Development Director was charged with developing a program which periodically deploys outreach planners to provide citizens ready access to staff on large or controversial developments. The deployment decision was to based upon criteria established jointly by! the County Administrator and the Community Development Director." The Community Development Director has proposed two program approaches. One approach would deploy planners on a bi-weekly basis to East, West and South Central County facilities The -y- planners would be available to the public 'for one-half to a full day to discuss general plan, zoning or project plans. The second approach would utilize a "Plan-Van" or mobile office to provide the same- type ,and level of outreach services to the public. Both approaches will be closely evaluated by the Agency Transition Committee and referred to the Development Processing Review Committee for review and comment., A program is expected to be adopted and implemented within the .next 60 days. Data Processing The County Administrator was .charged with the task c. identifying the data processing needs of the Community . Development• . Department. This needs assessment was to include the cost of necessary hardware and software and the utility of networking personal computers within the Department and with other Departments. The Data Processing Division of .the AdUministrator's Office has conducted the assessment and prepared a detailed report, ,wh'ich is included as Attachment E. ' Discussions are currently underway with . the. Department management to determine priority needs and implementation plans. Recently the Department has purchased eight personal comptiters and associated hardware to address their most pressing automation needs.. A final plan ofaction is expected to be adopted within 60 days. Conditions of Approval Policies and procedures were to be implemented which. would improve setting conditions of development in conformity to codes and enhance the communication of these conditions to field inspectors. A committee was assigned to study this matter and traced some of the recent cases involving problems with conditions of development. Several suggestions are currently under consideration by the Agency Transition Committee. One suggestion is to s'trengthen the tree ordinance by requiring an assessment of $10,000 and. replacement costs for any tree lost during development. Another is to include all conditions of approval on the computer system used by inspectors` who issue final. project approvals or certificates of occupancy.. This procedure would assist field personnel inkeeping track of the conditions as well as increase management oversight. It is expected that recommendations will be sent to the Development Process Review Committee within 30 days. Environmental Impact Review Policy A policy was to be. prepared for vigorous staff review and comment on developments in cities and other jurisdictions. A policy is being formulated and should be submitted to the Board in July. Additionally, one environmental. planning position was approved for Community Development at the June 12 Board meeting to implement the policy. Contracting The Board reaffirmed its policy that contracting for staff should be utilized to avoid service delays, and provide specialized skills notavailable within Departments. A review of the three Departments indicated that Public Works and Community Development contract for over $5 million in services. Attachment F lists the type of service contracted for and the estimated cost for the service this fiscal year. ATTACHMENT C TO: - BOARD OF SUPERVISORS ti -°- Contra FROM: Phil Batchelor, County Administrator 5 Costa DATE: June 26, 1990 . County SUBJECT: PROGRESS REPORT ON ENVIRONMENTAL MANAGEMENT AGENCY SPECIFIC REQUEST(S)OR RECOMMENDATIONS)8 BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. Adopt a resolution establishing the class of Customer Services Manager. 2. Accept the progress report on the Environmental Management Agency from the County Administrator. FINANCIAL IMPACT: The cost of the additional position will be shared equally by the Public Works, Building Inspection and Community Development Departments, at no additional burden to the General Fund. BACKGROUND: On April 17, the Board approved in concept the creation of an Environmental Management Agency which would consist of the functions currently performed by Community Development, Public Works and Building Inspection Departments. In addition, the Board approved 19 recommendations aimed at improving the service and efficiency of the affected Departments and directed the staff to present monthly progress reports. Over the last nine weeks, an Agency Transition Committee, composed of the County Administrator and the Directors of the involved Departments, held nine meetings to plan the implementation of the 19 recommendations. Additionally, several subcommittees of the Agency Transition Committee held numerous meetings to prepare the detailed operational plans necessary to implement the 19 recommendations. What follows is a progress report through June 19. / S CONTINUED ON ATTACHMENT: X YES SIGNATURE: _RECOMMENDATION OF COUNTY ADMINISTRATOR _RECOMMENDATION OF BOARD COMMITTEE _APPROVE _._OTHER SIGNATURE(S): ACTION OF HOARD ON APPROVED AS RECOMMENDED__ OTHER L_ VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE _UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE'OARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. cc: County Administ=rator - ATTESTED Public Works PHIL BATCHELOR,CLERK OF THE BOARD OF Community Development SUPERVISORS AND COUNTY AOM(NISTRATOR Building Inspection -2- Development Processing'Review Committee A Development Processing Review Committee' was to be established which would review and recommend, to the appropriate Departments, matters involving'.application and permit processing, fee changes and codF changes. The Committee was to be composed of developer, representatives of the public and staff from the three Departments. A committee has been formed under the leadership .of Bob Giese and has held two meetings.` At these meetings, the committee has examined the mission and goals statements of the Agency, proposed 'fee increases by `Public Works and Community Developments, plans to establish a center for processing applications and permits, and a proposed process on- pre-application 'review. Attachment A is the minutes of. the last meeting. The Agency Transition Committee has referred several additional policies to the Development Processing Review Committee, which is scheduled to meet again on July 9, 1990. Pre-Application Review Process. A pre-application review process was to be formulated for developers which would target small developers and. include representatives from the three :Departments. The objective of this process was to avoid problems before developers invest significant resources in' a project. Under .,the initiative of Karl Wandry, -a process, has been proposed and will be a subject . for further examination by the Agency Transition Committee as well as the Development Processing Review Committee. Future discussions of the proposed process will . be focused on answers to the four questions presented below: . 1. Should the process be mandatory for all applicants? 2 Will the process expedite or delay application processing time? 3. Will the process require additional staff time? 4. Would a post-application review process be more effective? It is expected that a process will be established and operational within 30 days. Center for Processing Applications and Permits, Development Processing Information Interim and permanent plans were to be prepared for the creation of a Center for: processing development applications and permits. This facility. would house staff from the Building Inspection, Community Development, Public Works and Health Services Departments. The plan was to include a program to streamline the processing of applications and permits with Environmental Health and Special Districts. A Committee of staff representatives from the three Departments and the Administrator' s office has been. established to study the Center concept. The Committee visited the . Sacramento County Center to. examine how that: operation functions and 1what insights,. process and procedures can be transferred to. our County. The interim Center is scheduled to become operational in late August and will be established on the second floor, north Wing, of the Administration Building. The Center. will provide all Community Development application processing services, Public Works permit processing services, and Building Inspection information and referral services. 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(D w rr rr ATTACHMENT A-3 TRANSPORTATION' PLANNING Responsibility Matrix Legend: L = Lead Department; S - Support Department J = Joint Responsibility CDD Community Development Department . PWD Public Works Department ACTIVITY CDD PWD Advance Planning , 1. Prepare land use data L 2. Prepare travel forecasts and assess their impacts. L . S 3 . Prepare, amend and refine General Plan' s Circulation Element and Specific Plans L S Consult with PWD on configuration intersections, link . capacity, street layout, etc, 4. Prepare studies and perform long-range planning for bike/rail/ferry/transit areas L S 5. Staff Transportation Committee L S Environmental Assessment 1. Comment on transportation impacts described in other' s environmental documents L S - Review Circulation Element impacts L S Review ".transportation safety, operation, and maintenance impacts L 2. Prepare transportation studies and -CEQA findings for County-sponsored environmental documents L S 3 : Monitor. transportation related mitigations detailed, in .EIRs L Development Application Review 1 . Review applications and project ' s, E:IR for compliance with growth management standards And Circulation Element L S 2 .. Review application and project ' s EIR for traffic operations, safety, and maintenance. S L -7- These changes have shaped the recommendations of this study. It is apparent that the organizational issues must , addre-s how the three departments can best fulfill their current responsibilities as well as anticipated future responsibilities. It is with this view in mind that the recommendations are aimed at both short and long term challenges. The transportation planning function was closely examined to determine whether the responsibilities currently shared by .the Community Development , and Public Works Departments could be consolidated into one Department. Community Development was found to be vested with responsibilities integral to transportation planning such as General Plan, Growth Management and Environmental Assessments. Likewise, Public Works was found to provide the essential responsibilities of road engineering, design, construction and maintenance, as well as traffic safety. These responsibilities were found to form the essentials of the transportation planning function and could not be easily separated from other essential responsibilities performed by the Departments without serious problems. Therefore, the study focused on how the various activities of transportation planning can be effectively separated in both Departments. Attachment A- COMMUNITY DEVELOPMENT COMPREHENSIVE PLANNING DIVISION Division Manager* fl Clerical Transportation Planning Advanced Planning 1 Principal Planner ** 1 Principal Planner 2 Sr Transportation Planners 1 Planner III 1 Transportation Planner 1 TSM Coordinator General Plan-circulation element General Plan • Growth Management • Environmental 'Assessments Regional Traffic Model Special Studies , Countywide Transportation Plan Development Application Review Total Positions: 9 (no new positions.) Key Changes : • Integrates Transportation Planning with Advanced Planning Fill vacancies (Currently 1 Senior Planner and 1 Transportation. Planner are vacant) Contemplates reclassification of a Principal Planner to 'a Deput - Director, Transportation Planning. ** Contemplates_ reclassification of .a Senior Planner to a Principai Planner. -S- B. If the Board of Supervisors determines that the : actions. contained in Part A of this report do not completely` address concerns that the Board has regarding maximizing the efficiency of the operations of the Community Development, Public Works and Building Inspection Departments and if they believe that additional organizational changes are desirable, then the Board should consider the advisability of taking the following actions: 1. Approve in concept the creation of an Environmental Management Agency which would consist of the functions currently performed by Community Development, Public Works and Building Inspection. 2. Authorize the County Administrator to report back to the Board of Supervisors by May 1 regarding the following actions: Preparation of a job specification outlining the management responsibilities that would be performed by the Director of the Environmental Management Agency. Recommendation of a salary level for the Director of the Environmental Management Agency. Utilization of an executive search firm to assist in the identification of qualified candidates to apply for the job of Director of the Environmental Management Agency. Preparation of a hiring schedule which would allow for a Director of the Environmental Management Agency to be hired by September 1. 3 . Direct the County Administrator to work with the Director of the Environmental Management Agency to develop the organizational design of the new agency which will provide an effective and economic delivery of services to the public. FINANCIAL IMPACT It is anticipated that any additional costs resulting from implementing these recommendations will be borne through existing budgets , through cost savings or through increases in fees . BACKGROUND The Board of Supervisors requested the County Administrator to undertake a study. focused on a possible consolidation of the Public Works, Building inspection and Community Development Departments into a single agency, with an emphasis on determining what can be done to improve service delivery to the public . -6- The staff of the Administrative Office has developed information using the following process: 1. A review was conducted of prior staff ' reports , Board Committeerecommendations and Board actions dating back to 1968; 2. a survey was made. of the organizational structures, involving Building Inspection, Community Development and Public Works Departments, of 12 other counties; 3 . a survey was conducted of the organizational structures, involving. Building Inspection, Community Development and Public Works Departments, of the six largest cities in the County; 4. indepth interviews were conducted with the three Department Heads and numerous staff members within the three departments; and 5. visits were made to Orange, San Bernardino and Riverside counties to ascertain how these Counties handle similar responsibilities under alternative organizational arrangements. The information and ideas generated from the research was discussed with the Department Heads. From this dialogue, a consensus was reached on how services can be improved. The recommendations in this report represent the products of this participatory process. A great deal of change has occurred since the Board last examined these . Departments in 1985 . Since 1985 , it is apparent that the volume of work has substantially increased as indicated below. 1 . review and selection of potential landfill sites 2 . formulation of a County General Plan 3 . expansion of solid waste management and recycling efforts 4 . establishment of a growth management program 5 . creation of a transportation system management program 6 . creation of an economic development program 7 . addition of 4 redevelopment projects 8 . increased coordination efforts in parks and recreation due to passage of Measure AA 9 . establishment of an automated building permit and collection system 10 . collection of a variety of: fees for , approximately 30 special districts 11 . administration of stricter energy conservation standards for residential and non-residential building permits 12 . dramatic increases in road design and construction responsi- bilities due to passage of Measure C and creation of areas of benefit 13 . formulation of a master plan and development of . Buchanan Airport and the purchase and planning of the Byron Airport i 3- 10.- Direct the County Administrator, in conjunction with the three Departments, `,.o identify the specific data processing needs of the Community Development Department by July 1. The needs assessment will include the cost of necessary hardware and software, the utility of networking personal computers within the Department and with other departments. The report shall include a financing plan. 11. Direct the Community Development and Public Works Directors, in concert with the County Administrator, to improve the application tracking system. Revisions to the system shall provide greater specificity, interface Departmental activities, provide more timely information, and allow for easier access to professional and clerical staff. A new system shall be designed by July 1. 12. Direct the County Administrator to immediately implement the reorganization of the transportation planning units within the Community Development and Public Works Departments as' indicated in Attachments Al, A2, and A3. The reorganizations will clarify the shared responsibilities of both Departments in an effort to: A. improve the coordination of activities B. improve the synchronization of priorities C. enhance the handling of environmental impact reports D. facilitate compliance with growth management requirements The County Administrator will prepare a report by May 15 on the specific job classifications for any new positions identified in these reorganizations . The distribution of tasks between the Community Development and Public Works Departments , included as Attachment A-3 , will be subject to additional review once the reorganized transportation planning units become operational. 13 . Direct the County Administrator to create an Advisory -" Committee to review how 'Land development fees should be distributed among the various Departments . The Committee will also design a "premium service" fee structure under which clients desirous of accelerated ' services will pay increased fees, without impacting services provided to -other clients . The Committee will be composed of representatives from the Building Inspection, Community Development, Public Works Departments and the Auditor, Administrator and County Counsel Offices . Initial recommendations shall be submitted to the Board by July 1 . 14.. Direct '.. County Administrator and the Community Development and Public Works Directors to prepare a policy for vigorous staff . review and 'comment on environmental impact reports on developments in cities and ' other jurisdictions.: This policy shall be submitted to the Board of Supervisors by June 1S . 15. Direct the Community Development Director to accelerate efforts -to comply with the growth management requirements imposed by. Measure C, such. as traffic level service standards. The Director shall report to the Board by May 15 on a compliance plan. 16. Direct the Public Works : and Community Development Directors, in conjunction with ' the County Administrator, ' to implement - policies , and procedures which will improve setting conditions of development in conformity to codes and enhance the communication of those conditions to field inspectors, by July 1 . . 17. Reaffirm the intent. of prior Board action to assign the Administrator' s Office the responsibility, in the short term, to strengthen, broaden and. enhance 'coordination of code compliance efforts throughout.. the county. 18. Authorize the County Administrator to immediately form an Economic Development unit to be placed within the Administrator' s Office,- as described in Attachment B.* This unit will blend and focus the talents of persons on the challenge of enhancing . the county' s economic base through encouraging: A. cooperative economic development. and land use policies with the cities.; B. the development of non-polluting businesses within the unincorporated areas; C. the creation of permanent jobs for county residents of all income segments; D. the developme.'nt of affordable housing near areas targeted for redevelopment; . and E. the revitalization of communities suffering from blighted. conditions. This recommendation is prepared in conjunction with the work of the Economic Progress Committee. 19,. Authorize the County Administrator to study the feasibility of establishing an Economic Development Corporation,' .in coordination with. the Economic Progress Committee. This study shall be prepared 'by July i . * If the Board adopts section "B".-. of ' this report, the placement of this unit in the Administrator'. s Office should be considered an interim measure , until the new Environmental management Agency can assimilate the responsibility'. ATTACHMENT B TU, BOARD OF SUPERVISORS G`„ itra FAD.. Phil Batchelor, County Administrator Costa a _ DATE: April 10, 1990 ` Count suBJEcr IMPROVEI•IENT OF SERVICES IN THE BUILDING INSPECTION, COMMUNIT'i DEVELOPMENT AND PUBLIC WORKS DEPARTMENTS NECOVIC REOUEST(S)OR RECOMMENOATION(S(A BACKGROUND AND JUSTIfICA1ION RECOMMENDATIONS: A: It is recommended that the Board of Supervisors approve the following actions in order to facilitate the productivity and enhanced efficiency of the County's operations in the area of Community Development, Public Works and Building Inspection and direct the County Administrator to hold weekly meetings with the appropriate department heads to facilitate the completion of the actions contained below and provide status reports to the Board of Supervisors every 30 days until the desired actions have been accomplished. 1. Direct the Building Inspection, Community Development and the Public works Directors, in coordination with the County Administrator, to simplify the written instructions for applications and permits to improve public understanding. These instructions shall be prepared by July 1. 2. Direct the Building Inspection,. Community Development and the Public Works Directors, in coordination with the County Administrator, to design a flow chart illustrating the various steps in processing both applications and permits to aid public understanding. The flow chart shall be prepared by July 1. 3. Direct the Building Inspection, Community Development i and the Public Works Directors, in coordination with the County Administrator, to compile a comprehensive schedule of fees to be included with the application and permit instructions. The schedule shall be prepared by May 15. CONTINUED ON ATTACHMENT: _YES SIGNATURE: _RECOMMENDATION OF COUNTY AOMI NIS TRATOR _RECOMMENDATION OF BOARD COMMITTEE APPROVE -OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER, VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A TRUE _UNANIMOUS(ABSENT 1 AND CORRECT COPY OF AN ACTION TAKEN RTES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ASSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. cc: Building Inspection ATTESTED Community Development PHIL BATCHELOR.CLERK OF THE BOARD OF Public Woks SUPERVISORS ANO COUNTY ADMINISTRATOR Building Industry Association Br DEPUTY u T • IIn Ao, 4.. Authorize the County Administrator to establish a Rwiew Committee which would review and recommend, to the appropriate Departments, matters involving application and permit processing, fee changes and code changes. The Committee . shall ..be composed of developers, representatives of the public, and staff from the Building Inspection, Community Development and Public Works, Departments. ,' The Committee will be established May 15. 5. Direct the Community Development Director to periodically deploy outreach planners to provide citizens ready access to staff on large , or controversial developments. The deployment decision shall b_e based . on- criteria :established jointly by the County Administrator and Community. . .Development Director. The program shall, be implemented by June 15. 6. Direct the Building Inspection, Community Development and Public Works Directors to 'formulate an expanded pre-application review ,procedure for developers. This review procedure shall target small developers, include representatives' from the three Departments, and be finalized by May 15- -7. Direct the County Administrator, in conjunction with the three Departments, to determine the feasibility of establishing an ombudsperson position designed to provide interagency linkages to complex problems by May 15. The responsibilities of; the position would include suggesting how policies and, procedures can be revised to avoid ` future problems.. 8. Reaffirm the policy that contracting for staff should be ' utilized to avoid service delays_ and provide specialized skills . not available. within the Departments '9. Direct the. ;County Administrator, in conjunction with the Directors of Building Inspection, Public works and Community Development, to prepare interim and permanent plans for the creation of a center for processing development applications and permits. This facility shall house staff from the Building Inspection, Community- Development, Public Works and Health Services Department. The plan shall include a program to streamline the processing of applications and permits with Special Districts . The interim plan shall be formulated .by July 1 and a permanent plan within one year . Administration Accounting No. Classification No. Classification `1 Chie- Publi Works Director 1 Departmental Account Clerk 1 Deputy Public Works Director- Manager Buildings and Grounds 1 Accounting Technician 1 Buildings and Grounds. 2 Account Clerk Maintenance Manager 1 Accountant III 1 Administrative Services 7 Total Assistant III 1 Word Processing Manager 2 Clerk 7 Total From Office of the county Administrator Central Services No. Classification 1 Central Services Manager 1 Supply and Distribution Supervisor 1 Duplicating Services Supervisor 4 Duplicating Machine Operator 1 Mailing Machine Operator 1 Microfilm Production Supervisor- 1 Microfilm Technician III 2 Microfilm Technician I 1 Storeroom Clerk 2 Office Services Worker II 3 Driver Clerk 1 Clerk 19 Total From Office of Auditor-Controller Purchasing No. Classification 1 Purchasing Services Officer 4 Buyer II 3 Clerk 8 Total From the Health Services Department No. Classification 2 Lead Gardener 4 Gardener 6 Total 251 GRAND TOTAL z "D 0 W W w cncncntocu w .� o w a w Cu w w w w w n o m n r O '-7 7 7 7 7 7 7 7 7 7 7 (� w 7 •'f m a c m r O w 0 r n 7 rt a y 9 5 cn c e w a w x r- 0 d M 0o m 7 m re to w n n to n w m n ( m m o y n Cu m y .o w 7 7 �G y C w n 0 C O w r* N .tv n S O.r- n 0 v v a w. S 7 0. ID f* C7 n 0 7 m y n to m n m C a 7 0 n n a r r* X X X X X X X x X X X X X < A y r• T N (!I ':: r+ A a r m ? r• m to CL n n r* CD a S n y r m O - M M ^� (n n m 7 A m n 7 a n .•• m xxxxxxXxxxxxx'x X < r. a 0 n = m r . . r � I- cu (n y a m 0- w < to w w c m w' rt x X X X x XXx XXXxX' rt O Q o. m c w a G n' 70 -0 m < g o v. n n M R En xXxX Xx XXXxXXXxX �•- O 2 H m to n 0. H O w y n n n •o m •- Z m w m OQ r• H n to m n o = r rl 0 n 0. O 7 tp x x -X x x x x X x x x .•• � 0 7 0. 7 r d y R y A h•1 j r m rr o G O mZ5 w W G y > x XX XX X w (n n .-] O m 7 (n " m O c 0 m 7 nr- n C rt o m < z C: m r-' n m 7 n A Ln rt w to � •z s �' n y w r p m r• 7 m Z W o Xxy. xxxx x xxxxxx a m w y m m y m n m x m a nx x X x X x x x x x -X X X 7 a .ti .r• tT _ to n H r n g m m 0 n G X X X X x X X X X x X X - - .� n 7 O' m - a n. y m w m > o w - rt r* M, m n T w .n - n n _ W o v x X x X X x X x x X n M n B m m lo n ' M w 3. Buildings and Grounds Maintenance - The purpose of this division, which includes 171 staff positions, is to provide maintenance and repair services required to maintain county facilities in good operating condition. The various elements included within this division are as follows: Building Maintenance - This element consists mainly of skilled crafts workers, including carpenters, painters, electricians, steamfitters, and plumber- pipefitters, who keep county buildings in safe and efficient condition. Grounds Maintenance - A staff of 24 personnel, mostly gardeners, maintain the landscaping around County facilities. This division also administers the Work Test Program: It is also recommended that the six Grounds Maintenance positions in the Health Services Department be transferred to the General Services Department. Lease Manacement - The function of this division is to negotiate and manage the leases for approximately 150 leased locations. Architectural Services - The Architectural Division, consisting of 8 positions, provides architectural engineering services required for the construction and remodeling of various county facilities. Operating Enaineers - This staff•of 21 positions is mainly responsible for maintenance of the heating, ventilating, and air-conditioning systems in County occupied buildings. Custodial Services - This division includes 76 staff positions who are responsible for cleaning county buildings. The proposed fiscal year 1985-1986 budget recommends a gross expenditure appropriation for the total Buildings and Grounds Division of $17.4 million. All of this cost, except for $20,000, is offset by user charges and revenue. Central Services - At the present time the Central Services operation is included within the Office Services Division of the County Administrator's Office. Central Services consists of 19 staff positions who provide such services as supply and distri- bution, duplication, mailing, messenger service, and microfilm production. The fiscal year 1985-1986 recommended budget for this.. division is $944,000 with a net county cost of $283,000. Purchasina - At the present time Purchasing is a division of the Auditor-Controller's Office. This division, which consists of 8 staff positions, provides centralized purchasing of goods and services for the County and other public agencies. The division also has responsibility for the disposition and sales of surplus equipment. The proposed budget for this division for the fiscal year 1985-1986 is $327,000 with a net county cost of $217,650. The General Services Department, as proposed, will consist of about 250 personnel (See Attachment I) and have a gross budget in excess of $25 million. Creation of this new department will not result in any major cosi -increases inasmuch as it involves the transfer of existing positions and budgets. However, some costs will be incurred to accommodate the reloca- tion of some personnel. ATTACHMENT I GENERAL SERVICES DEPARTMENT Proposed. Staffing From Public Works Department Fleet Management Building Maintenance No. Classification No. Claszification 1 Fleet Manager 1 Building Services 1 Assistant Fleet Manager Superintendent 1 Fleet Service Center 1 Mechanical Trades Supervisor Supervisor 1 General Trades Supervisor 1 -` Equipment and Materials 1 Electrical Trades supervisor Dispatcher 1 Lead Carpenter 1 Supervising Storekeer 1 Lead Painter 2 Auto Parts Technician .1 Lead Electrician 12. Equipment Mechanic . 6 Steamfitter 1 Equipment Service. Writer 2 - Plumber-Pipefiter 5 Equipment Service Vorker, . 6 Carpenter 1 Garage Attendant 3 Painter 1 Apprentice Mechanic 9Electrician 1 Account Clerk I11 1 Laborer 1 Account Clerk II - 2 Storekeeper 29 Total 36 Total Grounds Maintenance Operating Engineers No. Classification -No. Classification 1 Grounds Maintenance 1 Chief Operating Engineer Superintendent 1, Assistant Chief Operating 1 Assistant Grounds Maintenance Engineer Superintendent 13 Operating Engineer 1- Work Program Supervisor 6 Stationary Boiler Operator 7 Work Program Crew Leader 21 Total 2 Work Test Crew Leader-Project . 4 Lead Gardener r Custodial Services 8 Gardener 24 Total No. Classification Lease Management - 1 Custodial Superintendent 2 Assistant Custodial No. Classification Superintendent 4 Supervising Custodian I Lease Manager 12 Lead Custodian 3 Associate Real Property Agent 37 Custodian II 1 Assistant Real Property Agent 15 Custodian I 1 Secretary 1 Supervising Window Washer 6 Total 4 Window Washer 76 Total Architectural.Services Telecommunications No. Classification No. Classification 1 Supervising Architectural Engineer 1 Telecommunications Manager 1 Senior Architectural Engineer 1 Telecommunications Clerical 2 Associate Architectural Specialist Engineer 1 Supervising Telephone Operaz l Special Project Architect - 3 Clerk Project 7 Total '1 Assistant Architectural Engineer 2 Clerk 8 Total ATTACHMENT A TO: BOARD OF = -hrERVISORS Phil Batchelor, Contra FROM" County Administrator Costa DATE: June 19, 1985 County SUBJECT: Creation of a General Services-Department � SPECIFIC RECUEST(S) OR RECOMMENDATION(S) 4 BACKGROUND AND JUSTIFICATION RECOMMENDATIONS 1. Create a General Services Department, effective October 1, 1985, to consist of the functions and personnel currently assigned to the following organizational units: Public Works Department - Fleet Management, Building Maintenance, Grounds Maintenance, Lease Management, Architectural Services, Operating Engineers, Custodial Services, Telecommunications, and related administra- tive,- accounting and clerical personnel. Auditor-Con;.roller - Purchasing Division. Office of County Administrator - Central Services. Health Services Department - Grounds Mainter--ice. 2. Authorize an open recruitment for the position of Director of General Services and, pending the results of an open, competitive examination, appoint Barton Gilbert, Chief Deputy Public Works Director, as Acting Director, effective September 1, 1985. 3. Direct County Administrator, County Counsel, and Director of Personnel to prepare and present to the Board for approval all actions necessary to accomplish Recommendations Nos. 1 and 2. 4. Direct the County Administrator to develop further recommenda- tions with regard to the organization of County communicaic;i functions upon receipt of the consultant report currently being prepared on this issue. REASONS FOR RECOMMENDATIONS 1. Creation of a General Services Department will result in the consolidation of various internal support services under one administrative authority. Such action will increase the level of visibility of such services and will transfer them from other County departments whose primary missions are to provide other CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S) ACTION OF BOARD ON Julie 25, APPROVED AS RECOMMENDED OTHER _ VOTE OF SUPERVISORS X UNANIMOUS (ABSENT I ) 1 HEREBY CERTIFY THAT THIS IS A TRUE AYES: NOES: AND CORRECT COPY OF AN ACTION TAKEN ABSENT: ABSTAIN: AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Public Works Director _ cc: Auditor-Controller ATTESTED County Administrator . OLSSON. COUNTY CLERK Health Services Director AND EX OFFICIO CLERK OF THE BOAF.. Personnel Director County Counsel > / M a e a/7-a 7 B _--�c-y/ D E P U T Y 2. type of services. Organization ;of these" internal, support services within one department will provide the opportunity for making the delivery of such services more efficient, and cost effective. 2. The appointment of Mr. Gilbert as Acting Director of the new General Services Department will allow the new department to be implemented without the delay associated with a personnel recruit- ment effort. Mr. Gilbert's professional experience qualifies him for the Director of General Services position. He has served as Deputy Public' Works Director-Administrative services since February 1, 1978 and ,since. 3uly 2, 1984 has served as the Chief Deputy Public Works Director. Mr. Gilbert's previous work experi- ence includes direct involvement with many of the functions to be included in the new department, including fleet management, building "maintenance and. purchasing. In addition, he has experience in data processing, labor relations, :and personnel supervision. Appoint:.ng Mr. Gilbert to the Acting position effective September 1, 1.985 will grant him the authority to make certain decisions and take certain actions necessary for imple-' mentation of the new department effective October 1; 1985. 3. Implementation of the new department will require the develop- ment of documents necessary to transfer staff and equipment and may involve some ordinance changes. Sufficient lead time should be allowed for County staff to develop all,documents necessary to implement the new department: 4. A consultant has recently been •retained by the County to review the County's current, communications systems for the purpose of making recommendations on 'alternative organizational structures and technological innovations. the`County should consider in its future planning. The report will-provide a basis for further recommendations regarding the structure of the County's communi- cations -system., BACKGROUND The proposed establishment of- a General Services Department has been the subject of several reports over the last 20 years. For various reasons, final action was never taken to implement such a new department. Most major" counties within this State including Orange, San Diego, San Bernardino, Alameda, San Mateo, Santa Clara, and Sacramento have -estab- lished general service departments. These department include a wide variety of functions but common to most, if not all., of them are the functions proposed for inclusion in the proposed General Services Depart- ment for Contra Costa County.. These functions include Purchasing, Centra_ Service, Building Maintenance, Custodial Services, Grounds Maintenance, Lease Management, Fleet- Management, and Architectural Services. Thus, iz is being recommended that the new department,;include those functions considered-,to be the "traditional" General Services type activities. (See Attachment II. ) A description of the functions to be included within the General Services Department follows: Fleet Management - This division provides for the maintenance and repair of County vehicles. The services are provided from two facilities in Martinez: The Fleet Service Center located on Main Street (behind the County Administration Building) and the main garage located on Shell Avenue. There are 29 staff positions devoted to this function. All costs of this division, except for the purchase .of replacement vehicles, is offset by charges to user agencies. The proposed budget for the 1985-1986 fiscal year include a net county cost of" $200,000 for the purchase_ of replacement vehicles. ATTACI.IiI NT E I . N T E R MEMO O F F I C E To: Tony Enea From: Phil Batchelor Subject: Consolidation of Public Works and General Services Dater June. 15, 1995 Listed below-are the results of Eileen's survey concerning Public Works and General Services. This information may be useful during Finance Committee discussions. Combined Separate Departments Los Angeles X Orange X Santa Clara X San Bernardino X San Diego X Sacramento X Riverside X Alameda X Contra Costa X San Francisco (pop 749,400) X* Fresno (pop 741,500) X *Building Maintenance for some county buildings is under Public Works. Lease Management is handled by their Real Estate Department. Fleet Management is handled by Purchasing. 2. BACKGROUND On September 24, 1985 the Board was presented with a proposed resolution to establish the new General Services Department and 'transfer employees and positions into the new department effective October 1, 1985. Mr. Henry Clarke, General Manager, Contra Costa County Employees Union, Local #1, expressed concern that the Real Property Division of the Public works Department and the Communications Technical Services. Division of the Sheriff' s Department were not 'recommended for inclusion v_'chin the new General Services Department. The Board withheld action on the proposed resolution and requested the County Administrator to meet with Mr. Clarke to discuss his concerns. Staff of my office have conducted further review of the issues raised. by Mr. Clarke. The Real Property Division of the Public Works Department provides property acquisition services for all County departments and for some other agencies such as cities and _recial districts. Review of the work of this division has indicated that, the division should remain within the Public Works Deaartment for the following reasons: 1.. At least 70% of the work performed by the division is in support of Public works Department activities, namely, the Road Maintenance and Flood Control programs. 2. The above two programs often require expeditious action by the Real Property Division in order to secure State and/or Federal funding for various road and flood control projects. 3'. Inasmuch as the Public Works Department relies heavily on the Real Property Division, the Public Works Director should retain the authority to supervise the division and to set its work priorities.- , 4.. Staff of the Real Property Division must work closely with the Public works engineering staff to assure coordination of their respective efforts on road and flood control projects. 3. The duties performed by the Real Property Division are different from those: performed by the Lease Management Division. Staff of the two divisions have little need to interact with each other and there is no need for the two divisions to remain within the same department. 6. 'Transfer of the Real .Property Division to the General Services Department would add to the number of diverse work units which must be assimilated into the new department. It would be appropriate to review this matter in one year to determine if circumstances at that time would indicate the need for a different crganizationa-1 arrangement. 1n conjunction with our study on the establishment of a General Services Department, the consulting firm of Arthur Young was hired to conduct a study of the County's existing communication system to develop recommenda- tions with regard to organizational and technological improvements the County should consider for implementation. The consultant' s draft report has been reviewed by staff of my office in conjunction with representatives of the entities affected, namely, the Sheriff's Department, the General Services Department, and Data Processing. All parties involved agree that the County currently lacks a countywide communications planning effort and lacks adequate coordination among the county departments providing communi- cations services. . There is. potential for the County to ultimately develop a more efficient and less costly communications system provided that adequate staff and financial resources are .made available to develop an overall plan and implement system conversions. 3. Ir. a recent meeting with representatives from Arthur Young, our office and all affected departments, it was determined that steps should be taken toward establishing a Communications Division within the new General Services Department. The Communications Division would be formed by consolidating the functions of telecemmunications, .microwave transmission, data networking and technical communications 'services. Such consolidation will allow for coordination. of communications planning and operations. However, before any action is taken to consolidate the various communica- tions activities, it is necessary to recruit a Communications Manager having a high level of technical as well as managerial knowledge. It was agreed by all parties involved that the success of a consolidated communi- cation unit will depend directly upon the quality of the person hired to serve as the head of the Communications Division. It is recommended, therefore, that your Board approve establishment of a Communications Manager position and that the necessary. actions to create a consolidated Communications Division within the General Services Department be withheld pending the filling of such position.