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HomeMy WebLinkAboutMINUTES - 12141993 - 2.3 ...........t TO: BOARD OF SUPERVISORS .;/'� :: i• Contin til;apel � C sta FROM: Phil Batchelor -;� County Administrator '�; - •�"" County �SrA'covK't`t DATE: December 14, 1983 SUBJECT: Performance Indicators SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATION(S)- 1. ACCEPT the report on performance indicators from the County Administrator. BACKGROUND/REASON(S) FOR RECOMMENDATION(S): During the budget hearings, the Board of Supervisors requested the County Administrator to work with the Departments to establish performance indicators in key areas of activity. The performance indicators are designed to focus on outcomes rather than just workloads or process-oriented measures. In selecting their performance indicators, departments were directed to consider critical issues currently faced by the department, the need to continuously improve public service standards, the need to increase productivity and the need to exhibit management and leadership skills, including attention to affirmative action and public information. Departments were requested to prepare their indicators for three to six key issue areas. CONTINUED ON ATTACHMENT: —YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR_RECOMMENDATION OF BO COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON IV 9 APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A UNANIMOUS (ABSENT TRUE TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ABSENT: ABSTAIN: ON MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Contact:Sara Hoffman,646-1390 ATTESTED- �`�LL 11.3 PHIL BATCHELOR,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR cc:GAO BY_ ¢ DEPUTY _ j l , The performance indicators provide a valuable view of departmental activity. The "first round" of indicators will be refined as departments gain more experience with outcome-oriented evaluation systems and develop the capacity to capture relevant indicator data. In addition, it should be noted that some of the departments performance indicators are preliminary, while others reflect discussion between the department head and the County Administrator. Performance indicators vary by department; some are detailed and lengthy, while others are broader and contain fewer indicators. The County Administrator's Office will continue to work.with departments to establish the appropriate number and level of indicators by department. DEPARTMENT OF AGRICULTURE Objective: Provide County residents and agricultural workers with assurances that they work and live in a safe environment. Indicators: • Percentage of pesticide use applications monitored by staff of County Agricultural Commissioner. • Percentage of pesticide applications monitored compared to like counties and the state average. Objective: Protect residents and agricultural industry from the introduction of new pests which damage commercial crops, residential landscaping, and native species. Indicators: • The number of agricultural shipments in Contra Costa compared to the number of Gypsy Moth Interceptions. • Ratio of interceptions per inspection in Contra Costa compared to other counties and the state average. Objective: Provide residents and industry with assurances that measuring devices, packaging and labeling used in the purchase of commodities are accurate and not deceptive. Indicators: • Number of annual inspections of weighing or measuring devices, packaged commodities and petroleum per employee. • Average number of electric meters inspected per hour compared to State average. ANIMAL SERVICES DEPARTMENT Objective: Promote Responsible Pet-ownership Indicators: • Number of animals spayed or neutered at clinic. • Number of school presentations. • Percentage of animals adopted. • Percentage of animals euthanized. Objective: Improve Animal Related Public Safety 2 j Indicators: • Number of animals quarantined for rabies observation. • Number of dog bites reported. Objective: Balance Department Revenue with Department Expenditure Needs Indicators: • Animal licensing revenue • Redemption and penalty revenue • Animal board fee revenue. • Vaccination revenue. • Pickup surrender and disposal fee revenue. ASSESSOR Objective: Increase efficiency in producing an accurate and timely assessment roll. Indicators: • The ratio of direct bills to business property statements. • The number of building permit questionnaires completed by property owners. • The number of Assessor parcel maps converted to electronic format. • The number of clerical and appraisal hours spent per assessment appeal. COMMUNITY SERVICES DEPARTMENT Indicators: • Amount of 1994 funding secured for the Department from sources outside the County General Fund. • Scope of in-kind donations that reduce the amount of County General Fund needed as non-federal share match to the Head Start Program. • Scope and number of programs that generate fees that off-set program costs. • Extent of programs that promote cultural awareness and promote affirmative hiring and use of minority/women owned businesses within the Department. COOPERATIVE EXTENSION Objective: Improve the selection, cultivation and pest management practices of commercial farmers and home gardeners. Indicators: • Number of persons reached. • Number of research projects undertaken. Obiective: Improve the nutritional status of low-income families. Indicators: • Number of families reached. • Dietary recall data. 3 Objective: Improve the financial management practices of low-income families and seniors. Indicators: • Number of persons reached. Objective: Increase the knowledge of youth ages 9-19 in the academic areas addressed by 4-H Youth Development Programs Indicators: • Numbers of youth ages 9-19 reached. COUNTY ADMINISTRATOR'S OFFICE Objective: Provide support to the Board of Supervisors Indicators: • Percentage of agendas and accompanying staff reports that are timely and accurate. • Percentage of Board report recommendations that are approved by the Board. Obiective: Protect the fiscal integrity of Contra Costa County Indicators: • Identify and prepare credible recommendations to ensure a balanced, timely budget. • Timely monitoring of the budget status of the County and departments with corrective action as necessary. • Maximize the realization of revenues. • Maintain long term and short term credit rating within the top 10% of California counties. • Interest rate on bond sales compared to other counties. Objective: Promote excellence in the County organization. Indicators: • Percentage of projects funded through the productivity fund that repay their costs within 2 years and result in continuing savings. • Promote Affirmative Action goals in all departments. • Initiate actions that increase organizational efficiency and effectiveness. • Facilitate interagency coordination and cooperative programs. • Promote training and education of county employees. • Communicate organizational ethics and values. Obiectives: Increase understanding of county government. Indicators: • Increase the number and scope of public information outreach efforts. • Promote an effective program to increase employee understanding of budgetary and other critical issues. • Establishment of resources to respond to disasters. 4 Clerk of the Board Indicators: • Number of claims against the County processed within 24 hours, but no later than 48 hours of receipt. • Number and percentage of service of lawsuits against the County or Board of Supervisors processed within 24 hours of receipt. • Number and percentage of all assessment appeals scheduled within date of filing to resolve issue. • Number and percentage of requests for documents or information from the official records responded to within 24 hours (72 hours for unusual requests). • Percentage of minutes completed within 3 weeks except for extended hearing items. • Completion of Board agenda index within 2 weeks. Data Processing Services Obiective: Provide new or greatly enhanced automation services to departments, either designed for general use by all departments or implemented to assist a specific department with a particular task. Indicators: • New electronic mail and office automation system (TAO) for use by all County departments and training for all system users. • New end user automated reporting system to replace existing Information Center Software and training for all users. • New version of MSA Payroll system. • New process to pay hourly employees an advance on the 25th instead of a full payroll run at that time. • Expansion of the County Personnel System Class Factor Codes used to define specific pay characteristics related to position classification. • Automated parking system for the Office of Revenue Collections to process cities'parking tickets to bring in revenue by charging a fee to the cities for the citations processed. • Installation of a Wide Area Network (WAN) to allow departmental Local Area Networks (LANs) to work with each others automated files. • Implementation of Court Coordination of felony cases to allow both Municipal and Superior Courts to use the same docket number for a felony case settled prior to a preliminary hearing. • Use of new magnetic tape formats to enable reporting of criminal case dispositions to the State. • Development of a new automated Joint Name Index for Probation Department. • Automation of manual tracking process for District Attorney's Family Support Division. Office of Emergency Services Objective:. Operate within available funding. Indicator. • Extent to which year-end net county cost is at or below budgeted amount. Obiective: Plan Disaster Response Preparedness and conduct effective disaster exercises. Indicator. • Percentage of exercise participants who indicate the exercise was a good learning experience. 5 Objective: Meet Federal/State program requirements. Indicator. • Percentage of Annual Workplan indicators accomplished. Objective: Dissemination of disaster preparedness information to the public. Indicator. • Extent and scope of public information outreach activities, including school presentations, community group presentations, community event participation and distribution of pamphlets. COUNTY CLERK Election Indicators: • Cost per voter. • Percent registered vs. those eligible to register. Recorder Indicators: • Number of documents, affecting the title to real property, recorded. Number recorded per employee. • Annual deposits (total of all taxes and fees collected). Fees collected per employee. Clerk Indicators: • Number of filings per employee • Number of employees per judicial position. • Superior Court matters calendared. Records Management Indicators: • Volume of records in cu.ft. • Volume of records purged in cu. ft. • Departments served by Records Management Program. COUNTY COUNSEL Civil Litigation Indicators: • New Cases opened (for year) • Cases Presently Active • Average Number of Litigation Cases handled per Trial Deputy County Counsel • Average annual Services Hours per Litigation Case, per Deputy County Counsel Juvenile Services Indicators: • Dependency/Abandonment Hearings (for year) • Average Number of LPS Hearings per Deputy County Counsel (for year) • Average Service Hours per Juvenile Hearing Conservatorships (LPS) Indicators: • New Cases Opened (for year) • Average Number of LPS Hearings per Deputy County Counsel (for year) • Average Service Hours per Case Hearing 6 Small Claim Advisory Service Indicators: • Total Phone Calls (for year) • Average Number of Calls Returned per Deputy County Counsel (for year) • Average Service Time per Call Returned. GENERAL SERVICES DEPARTMENT Objective: Provide satisfactory service to the County and customer departments within the approved level of funding. Indicators: • Letters of commendation and expressions of appreciation. • Responses to customer service survey. • Cooperative agreements with departments to meet their service needs within funding limits. • Employee workload increases to maintain buildings, vehicles and communication equipment. Obiective: Manage funds available effectively and efficiently without exceeding overall budget for items which the Department controls. Indicators: • Fund balance at the end of the fiscal year. • Dollar savings from bids and contracts. • Dollar savings from refinancing of existing loans and/or renegotiating of existing leases. • Programs which conserve energy/funds for county facilities: a) savings from electrical lighting retrofitting. b) garbage cost reductions. c) tons of paper recycled. d) use of alternative fuel/clean vehicles. e) recycling of water/freon/paint. Objective: Empower non-management employees as resources to help County and Department cope with current mandates. Indicators: • Ratio of management to non-management employees. • Projects coordinated by non-management employees. • Assignments/Committees involving leadership roles for non-management employees. • Implementation of suggestions made by employees. • Employee recognition efforts and events. Objective: Provide management leadership which maximizes service within funding levels, provides creative and effective solutions to problems, promotes productivity and fosters cooperation at all levels. Indicators: • Requests for grants, productivity funds, alternative sources of funding. • Revenues generated from contracts and agreements and/or"goodwill" agreements from services provided to other public agencies. • Creative solutions to providing the same level of service at reduced costs/increased level of service at a similar cost to maximize use of resources. • Department-sponsored events and participation of Department staff which demonstrate 7 commitment to employees and county policies, including Affirmative Action, Sexual Harassment, MBE/WBE/DBE, Skills Training, Sick Leave Review, Safety Programs, etc. Objective: Work cooperatively with other departments and public agencies to promote and staff programs which benefit the County and maximize Board of Supervisor's policies and mandates. Indicators: • Number of General Assistance (GA) recipients used on Workfare crews and/or trained in Department training programs. • Number of GA recipients/trainees and/or employees from County lay-off lists hired by GSD. • Cooperative purchasing agreements with other agencies. GROWTH MANAGEMENT AND ECONOMIC DEVELOPMENT AGENCY Indicators: • Processing duration of average applications. • Contacts with external organizations. • Staff time expanded per successful application. • Revenues generated or protected by Agency. • Successfully completed innovations in development process. Building Inspection Department Objective: Keep total turnaround permit processing time to a minimum, consistent with maintaining acceptable quality and accuracy. Permit Processing & Issuance Program Indicators: Complete processing of applications within the following timeframes: 1. Residential: 70% same day; 15% within 2 weeks; 15% within 4 weeks. 2. Multi-family: 60% within 2 weeks; 30% within 4 weeks; 10% within 6 weeks. 3. Commercial: 70% within 3 weeks; 20% within 4 weeks; 10% within 8 weeks. 4. Tenant Improvements: 80% within 1 week; 15% within 2 weeks; 5% within 3 weeks. Objective: Maximize the number of inspections per inspector day, consistent with maintaining acceptable quality and accuracy. Construction Indicators: • Perform an average of 20 residential inspections per inspector day. • Perform an average of 10 commercial inspections per inspector day. • Receive no more than one complaint from the public per inspector per year regarding inspection oversights. Objective: Provide responsive service to complaints over housing, building and zoning code violations. Indicators. • Resolve and close 50% of code enforcement cases within 30 days of receipt. Resolve another 40% within 90 days of receipt. • Number of housing rehabilitation loans acquired and processed each year under the Neighborhood Preservation Program. 8 Obiective: Keep the department solvent, with sufficient operating reserves to bridge seasonal and economic fluctuations that affect construction activities and permit revenues. Administration Indicator: • Quarterly and annual Departmental budget reports. Community Development Department Objective: To bring the County's zoning into conformance with the 1991 General Plan. Indicators: • Adoption of P-1 zoning ordinance regulations. • Rezoning of all lands designated urban and within the urban limit line to P-1. • Adoption of the agricultural zoning ordinance regulations. • Rezoning of all lands designated non-urban both within and outside the urban limit line to new agricultural designations. Obiective: To ensure that the Pleasant Hill BART general plan, specific plan and the redevelopment plan reflects market conditions. Indicators: • Adoption of a revised plan for the PH BART area. Objective: To ensure timely complete processing of applications Indicators: • Complete the planning process on approximately 100 applications that were filed before January 1, 1992 by June 30, 1994. • Streamline the process of all other current applications (approximately 110) for action by June 30, 1994. Determine which applications will take more time because of special circumstances (Lesher application, Hotchkiss Tract, major subdivisions require general plan amendment, clean fuels projects). Schedule all others for action before the appropriate planning body - Zoning Administrator, County Planning Commission, San Ramon Valley Regional Planning Commission, East County Regional Planning Commission, Board of Supervisors. Public Works Department Indicators: • Accomplishment of goals set forth in the program budget. • Change in pavement condition index versus the amount of resources devoted to pavement maintenance. • Percentage of projects delivered on time, within budget and with minimal contract change orders. • Cost of inspection of public improvements versus the value of the improvements, the cost of application review versus the size of the development, and the cost of project design versus value of the improvements. HEALTH SERVICES DEPARTMENT Indicators. • Reduce, postpone or eliminate the use and abuse of alcohol and other drugs through community-based and countywide prevention initiatives. • Serve the substance abuse population by continuing to merge together alcohol and drug treatment services efficiently and effectively. 9 • Increase the percentage of pregnant women receiving prenatal care in the first trimester. • Reduce the rate of low birthweight infants. • Reduce the rate of infant mortality. • Increase the immunization level of preschool age children. • Increase the percentage of the Contra Costa population living in jurisdictions with comprehensive smoking legislation. • Decrease smoking rates among teenagers and young adults. • Increase the number of high risk individuals (HIV infected, IV drug users, prison inmates) identified with TAB bacillus infection before infectious TB develops. • Increase the percentage of high risk TB infected individuals who successfully complete preventive TB therapy. • Increase the number of individuals identified with HIV infection before AIDS develops and enroll them in early intervention and treatment programs. • Strengthen the collaboration between the Health Services Department, cities, churches, schools and community-based organizations to promote comprehensive AIDS education and prevention programs. • Decrease the number of children ages 10-18 killed or injured by firearms or other weapons. • Shift the current Mental Health Division case management system to one clearly targeted on the seriously and persistently mentally ill (SPM 1) and further focused upon the heaviest users of the most restrictive (and institutionalized) Mental Health services (i.e., the State Hospitals, IMD's, acute hospitals and repetitive and frequent users of Psychiatric Emergency Services.) • Implement the Affirmative Action Committee to improve services to ethnic and culturally diverse population . • Reduce overtime and registry costs by expediting testing procedures (delegated testing). • Maintain disenrollment rate for the Contra Costa County Health Plan enrollees at less than 50% of the industry average of five percent (i.e., less than a 2.5% voluntary disenrollment rate). • Hospital C section rate to run at less than the 18% statewide average. • Hospital nosocomial rate to run at lower than the 5% national average. • Hospital patient satisfaction survey to be in the 85-90 percent approval rate range. HOUSING AUTHORITY Housinq Management Indicators: • HUD designation of the Housing Authority as a "high performer" • Number and type of crimes within housing units compared to previous year Housinq Development Indicators: • Completion of all housing development projects on schedule and within budget. • Number of Housing Units Initiated/Constructed as a Result of Housing Authority Stimulus Homeless Shelters Indicators: • Outside funding to support homeless shelters and beyond shelter programs. LIBRARY Objective: Provide relevant collections, services and programs that are accessible and useful to all residents. Access Indicators: • Materials circulation a. By type of patron (e.g. adult, teen, etc.) as a percentage of overall number of potential patrons of that type. b. By type of patron as a percentage of overall circulation at each branch. C. By branch location as a percentage of overall library circulation. 10 d. By city of user as a percentage of total population of that city. e. Use of self-check system (at Central Library) as a percentage of overall Central Library circulation. f. Circulation per capita and per registered card holder. g. Total number of items circulated and by type of material. • Usage by residents a. Overall number and percentage of residents having library cards. b. Number of residents registering for library cards. C. Patron visits per capita and per registered card holder. d. Number of times library meeting rooms used for non-library sponsored meetings. • Off-site usage a. Number of calls received on toll-free reference number. b. Number of faxes sent in response to information queries. C. Number of shut-ins served. d. Number of institutional facilities served. • Hours of service a. Total per capita hours of service for entire library. b. Total per capita hours of service for each operation. • Volunteer usage a. Number of library volunteer hours and literacy volunteer hours. b. Number of active volunteer programs, e.g. Grandparents and Books, and number of locations for each program. Objective: Provide relevant collections, services and programs that meet the needs of the adult user community. Adult Information Indicators. • Internal materials/information availability. a. Average number of days between the appearance of a title on the best seller list and patron availability. b. Circulation versus collection size by subject area. C. Percent of new titles purchased compared to number published. d. Number of titles and items added to the collection. e. Number of titles available in languages other than English. f. Number of reference questions answered per capita and per registered borrower. • External materials/information availability. a. Number of outline data base searches. b. Number of items requested from other libraries. • Literacy services. a. Percentage of adult learners who enroll in program who complete program. b. Number of current tutor/student pairs. C. Number of families in Families for Literacy program. d. Number of teens involved in Teen Parent program. Obiective: Provide relevant collections, services and programs that meet the needs of the youth and teen user communities. Youth Services Indicators: • Internal materials/information availability. a. Circulation versus collection size by subject area. b. Percent of new titles purchased compared to number published. C. Number of titles and items added to the collection. d. Number of titles available in languages other than English. e. Number of reference questions answered per capita and per registered borrower. • Programmatic Services. a. Number of elementary school outreach and in-library class visits and average attendance, attendance as a percentage of total number of students. 11 b. Number of intermediate and secondary school students outreach and in-library class visits and average attendance; attendance as a percentage of total number of students. c. Number of library sponsored pre-school and elementary age programs and average attendance; percent total attendance represents of total age-level population. d. Number of library sponsored teen programs and average attendance; attendance as a percent of total age-level population. PERSONNEL DEPARTMENT Obiective: Increase automation and work productivity while reducing data processing expenditures through the installation and implementation of a PC-based system for applicant tracking, examinations and certification. Indicators: • Amount of funds expended for data processing maintenance and production services. • Number of hours spent processing examination related documents. • Total number of months to establish an employment list. • Length of time to process certification requests. • Length of time to process salary review reports. Objective: Implement the Tactical Employment Team Program which is designed to mitigate the adverse impact of layoffs by providing placement services, training and employment information to laid off County employees. Indicators: • Percentage of County employees notified of T.E.T. Program objectives and services provided. • Number of employees subject to layoff who received T.E.T. Program information. • Percentage of employees scheduled to be laid off who participated in the T.E.T. Program. • Number of employees on layoff lists who were placed in public or private employment. • Number of layoffs, rehires and employment referrals by job class, gender and ethnicity. • Number of T.E.T. workshops and presentations scheduled. • Number of laid off employees appointed to temporary positions. • Number of laid off employees appointed to permanent positions. • Number of other public agencies contacted concerning placement of laid off County employees. Objective: Implement work planning and contracting system with departments to plan for maximum utilization of staff resources and establishment of priorities. Indicators: • Percentage of County departments contacted by Personnel to explain and review work planning and contracting system. • Number of work plans initiated. • Number of formal contracts developed with departments currently conducting their own exams to clearly define the terms and conditions of the delegation. • Number of departments who have been delegated the authority to process salary review documents. Obiective: Promote health and wellness of County employees by providing a variety of wellness programs and services. Indicators: • Number of employees participating in Great American Smokeout activities to determine number of employees who quit smoking as a result of participation. 12 • Number of employees actively participating in Weight Watchers at Work programs. • Number of employees utilizing the smoking cessation resources made available through Labor/Management co-sponsored Healthy Lifestyle Smoking Cessation Program. • Number of employees participating in blood pressure tests, body composition analysis and cholesterol screening. Objective: Promote County's Affirmative Action Policy. Indicators: • Number of job/career fairs Personnel Department staff have attended. • Number of community based events attended. • Number of ethnic and gender balanced oral boards and screening committees. • Number of minority/female temporary appointments made Countywide. • Number of opportunities for departments to hire minority and/or females from employment lists promulgated with minority and female representation. • Number of Personnel Department employees who have attended the Affirmative Action/Equal Employment Opportunity/Sexual Harassment Workshop training. PRIVATE INDUSTRY COUNCIL Objective: To operate within the Department of Labor and State mandated performance standards in conformance with the Job Training Partnership Act indicators. Indicators: • Meet or exceed the standards for Title II Economically Disvantaged. Adult follow-up employment rate. 59.74% Adult follow-up weekly earnings $262.86 Adult welfare follow-up employment rate 50.18% Adult welfare follow-up weekly earnings $249.71 Adult entered employment rate 44.94% Youth Employment Enhancement Rate 39.05% • Meet or exceed the Title III Dislocated Workers' Standards Entered employment rate 60.8% Average hourly wage at placement $9.62 PROBATION DEPARTMENT Objective: Maximize Department revenues from State and Federal sources. Indicators: • Claims submitted for SDSS Title IV-E Case Management/Administrative Services. • Claims submitted for SDSS Title IV-A Emergency Assistance. • Funds received from CYA in support of Ranch via "SB 799." Objective: Keep within the rated and budgeted capacity of Juvenile Hall without significantly endangering minors or the community. Indicators: • Number and percent of minors admitted to Juvenile Hall, released and re-referred for law violations. • Number of minors unable to detain due to limits of capacity and number re-referred for law violation. • Number and percent of minors released on Home Supervision in lieu of detention and who are arrested for a new offense while on Home Supervision. • Monthly population average of Juvenile Hall and daily midnight count. • Quarterly Juvenile Hall budget expenditures . • Incidents of"forced release" as defined in Department Population Control Policy Bulletin. 13 Obiective: Reduce foster care costs for the County. Indicators: • Number of cases in placement and participating in placement decision. • Monthly comparison of placement diversion services costs plus Board and Care cost in FY 1993-94 to a base period in FY 1992-93. Obiective: Convert to electronic computer transmittal of Superior Court Adult Probation reports. Indicator: • Track progress toward goal of implementation. Obiective: Reduce Boys' Ranch recidivism resulting in recommitment. Indicator. • Percentage of successful Ranch graduates who are subsequently re-referred and recommitted to Boys' Ranch. Obiective: Reduce violations by wards released on furlough from Boys' Ranch. Indicator. • Number of violations since policy changes made in September 1993 compared to FY 1992-93. Obiective: Provide a safe and secure living environment in Juvenile Hall. Indicators: • Physical plant remodeling via Prop 86 funds and other sources. • Institute policies and procedures to enhance safety and security for residents and staff. • Track incidents of violence and escape or escape attempts by residents. Obiective: Maintain manageable size active supervision caseloads in Adult and Juvenile services Indicator: • Monthly caseload/DPO count on "active" cases. Obiective: Enhance interdepartmental communications via electronics. Indicators: • Utilization of E-Mail for messages - number of messages sent. • Use of EMC2/TAO for Department Bulletin Board information. Obiective: Enhance public awareness of Probation Services. Indicators: • Press release stories issued. • Speech requests met. PUBLIC DEFENDER Objective: To provide high quality, vigorous and competent legal defense to the client community. 14 Indicators: • Number and type of verdicts. • Provide client satisfaction as measured by Marsden motions. • Provide quality representation as measured by defense error reversals. Obiective: Operate the Department within the limits of its authorized budget. Indicators • Quarterly budget reports and year end balance with expenditures less than or equal to authorization. Obiective: To decrease the cost and increase the efficiency of legal services. Indicators: • Expenditure reductions due to new programs, concepts and innovation. • Impact of new programs, concepts and innovations on client services. SHERIFF-CORONER'S DEPARTMENT Indicators: • Number of sustained citizen's complaints per employee. • Number of avoidable accidents per miles driven. • Number of inmate escapes. • Clearance of crimes by arrest. • Number of inmates receiving GEDs. SOCIAL SERVICE DEPARTMENT Obiective: Promote self-sufficiency among General Assistance (GA) clients. Indicators: • Percentage of GA recipients participating in workfare by number of hours per month. • Percentage of employable GA clients completing General Services work training programs such as recycling, gardening or painting. • Percentage of GA recipients participating in Work Programs who obtained employment. • Percentage of work incentive participants not on GA after 6 months. • Number of GA recipients graduating from General Assistance Alcohol and Drug Diversion Services (GAADDS) or "dropping" out due to employment (and consequent ineligibility). Objective: Assist unemployable GA recipients to obtain and maintain SSI and Medi-Cal aid. Indicators. • Percentage of unemployable GA recipients who obtain SSI. • Number of SSI recipients who lose SSI eligibility and return to GA. • GA aid reimbursement from the federal government compared to the program cost. Obiective: Promote self-sufficiency among AFDC recipients. Indicators: • Percentage of adult AFDC recipients actively participating in the GAIN program. • Percentage of AFDC recipients who obtain full-time or part-time employment and either go off AFDC or become eligible for a reduced grant because of earnings. 15 • Number of GAIN participants who earn a high school diploma or General Education Diploma (GED). Obiective: Increase number of adoptive placements. Indicators. • Number of completed home studies. • Number of children where .26 hearing has been scheduled. • Number of children placed for adoption. Obiective: Increase number of corrective actions in protective supervision in the in-home supportive services program. Indicators: • Percentage of protective supervision cases. • Number of quality control samples. • Range of hours assessed and hours paid. • Number of corrective actions. Obiective: Operate the aid to families with dependent children program accurately and in accordance with State and Federal regulations. Indicator. • Federal fiscal year error rate below the established federal tolerance level. Objective: Operate the food stamp program accurately an;d in accordance with State and Federal regulations. Indicator. • Federal fiscal year cumulative dollar error rate below the established federal tolerance level. Objective: Conduct early fraud investigations on public assistance cases. Indicators. • Number of cases referred to the fraud division from the Income Maintenance and General Assistance Bureaus. • Turn-around time between date of referral and completed investigation. • Number of completed investigations. TREASURER-TAX COLLECTOR Obiective: Improve tax collections and reduce delinquencies Indicators: • Maintain number one ranking in performance and productivity among comparable counties. • Remain below the State's median in delinquencies., Objective: Improve service to taxpayers Indicators. • Encourage more and earlier payments by mail. 16 • Increase use of electronic media for processing payments. Obiective: Increase automation in Treasurer's banking operation. Indicators. • Provide protection against forgeries. • Streamline bank reconcilement. VETERANS SERVICE OFFICE Indicators: • Annual federal dollar benefits for Contra Costa residents resulting from veterans service activities. • Welfare cost avoidance for General Assistance and Medi-Cal program due to transfer of resident to veterans benefit • Number of residents assisted with filing of benefit claims, CA5 Medi-Cal verifications and CA5 Housing verifications. • Number of families assisted in accessing CalVet home loans and VA medical services. 17