HomeMy WebLinkAboutMINUTES - 01051993 - IO.5 TO: = BOARD OF SUPERVISORS I .O.-5 5 L
Contra
FROM: INTERNAL OPERATIONS COMMITTEE •�'i"-
Costa
• 's
County
DATE: December 14 ;1992 *�
/ ST'9 C'l)U:1'C
SUBJECT: STATUS REPORT ON THE WORK OF THE AFFIRMATIVE ACTION OFFICER ON
THE COUNTY'S AFFIRMATIVE ACTION AND CONTRACT COMPLIANCE
PROGRAMS
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1 . Accept the attached semi-annual report from the Affirmative
Action Officer covering the period January 1, 1992 - June 30,
1992 and express the Board' s thanks to her for all her good
work over the past six months.
2 . Based on the figures presented to our Committee by the
Affirmative Action Officer, urge the Affirmative Action
Officer, Director of Personnel and all County Department Heads
to continue to focus their outreach, recruitment, hiring and
promotional efforts on Hispanics and Asian/Pacific Islanders
in an effort !to improve the representation of these groups at
all levels of County employment.
3 . Based on the figures presented to our Committee by the
Affirmative Action Officer, express the Board' s appreciation
to the Affirmative Action Officer, Director of Personnel and
all County Department Heads for the continued progress which
has been made in recruiting, hiring and promoting women and
African Americans in County employment.
CONTINUED ON ATTACHMENT: _)LYES SIGNATURE:
RECOMMENDATION OF COUN D TRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE
R ER UNNE WRIGHT McPEA
cut ary 5 ±993
SIGNATURE(s): S
.ACTION OF BOARD ON �' APPROVED AS RECOMMENDED __e� OTHER
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 BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED /
See Page 3 .
Contact' PHIL B/CHELOR,CL K OF THE BOARD OF
•
CC: SUPERVISORS AND COUNTY ADMINISTRATOR
i
BY DEPUTY
I .O.-5
4 . Based on the figures presented to our Committee by the
Affirmative Action Officer, express the Board' s appreciation
to the Affirmative Action Officer, Director of Personnel,
Public Works Director and Director of General Services for the
progress which has been made in contracting with minority and
women-owned businesses, with 11 .2% of construction contracts
from the two departments having been awarded to minority-owned
businesses (compared to a goal of 13 . 0%) and with 1 . 4% of
construction contracts from the two departments having been
awarded to women-owned businesses (compared to a goal of
2 . 0%) , while recognizing that more effort has to be made to
recruit and actually award construction contracts to qualified
minority and women-owned businesses in order to achieve the
Board' s goals .
5 . Express to the Affirmative Action Officer, Purchasing Agent
(Director of General Services) , and County Administrator the
Board' s concern that not as much progress is being made in the
award of personal service contracts and in the purchasing of
supplies as has been made in the award of construction
contracts and the hiring and promotion of County employees .
Request the Affirmative Action Officer to focus in her next
report to the 1993 Internal Operations Committee an analysis
of what progress has been made in these areas and what
additional steps need to be considered by the Board of
Supervisors in order to improve the County's performance in
these areas .
6 . Acknowledge the recommendation of the Affirmative Action
Officer that ,the County not make use of volunteer employees to
mediate discrimination complaints . Request the Affirmative
Action Officer in her next report to the 1993 Internal
Operations Committee to report on the number of requests for
mediation that have been received in the most recently
available period of time, how they have been handled, and what
the outcome of the complaints has been.
7 . Reemphasize the Board' s previously expressed direction that a
pool of laid off County employees be formed in other than
clerical classifications and that efforts be made to give
priority to hiring employees who have been laid off from one
classification into available positions for which the laid off
employee is qualified by training and experience. Where
necessary and appropriate, direct the Director of Personnel to
explore with affected employee organizations at the time the
current MOU's expire those changes which would be needed to
make this concept work effectively within the County merit
system. Request the Director of Personnel to report on the
progress which has been made in this area to the 1993 Internal
Operations Committee at the time the Affirmative Action
Officer makes her next semi-annual report to the Committee.
8 . Request the 'Director of Personnel, County Administrator and
Affirmative Action Officer to consider possible modifications
to the existing seniority rules regarding layoffs which would
have the affect of at least partially protecting the gains
which have been made recently in hiring and promoting women
and minorities and consider discussing these options with
affected employee organizations as existing MOU' s expire.
Request the Director of Personnel to report on the progress
which has been made in this area to the 1993 Internal
Operations Committee at the time the Affirmative Action
Officer makes her next semi-annual report to the Committee.
9 . Remove this :item as a referral to the 1992 Internal Operations
Committee and instead refer it to the 1993 Internal Operations
Committee for the purpose of providing continuing oversight to
this subject matter.
-2-
I .O.-5
10 . Request the Af f irmative Action Of f icer to make a report to the
1993 Internal Operations Committee on activity between July 1,
1992 and December 31, 1992, and on the above requests and
assignments, by June 1, 1993 . Request the Director of
Personnel to make reports to the 1993 Internal Operations
Committee on recommendations 7 and 8 above by June 1, 1993 .
BACKGROUND:
On June 16 , 1992, the Board of Supervisors approved our last report
on this subject and asked the Affirmative Action Officer to make
her next report to our Committee on December 14, 1992 . On December
14, 1992, our Committee received the attached report and reviewed
it in some detail with Ms. Kuevor. We are very pleased with the
progress which has been made overall in the County's Affirmative
Action and Minority and Women-owned Business Contract Compliance
Programs . We have noted some areas where additional work is
required and have .suggested that further reports be made in these
areas .
We are particularly dismayed at the apparent impact which the
County' s recent layoffs have had on our ability to maintain
progress in the hiring and promotion of minorities and women and
have asked for additional reports on these subjects .
We believe that it is important for the 1993 Internal Operations
Committee to continue to provide oversight to these most vital
programs .
cc: County Administrator
Affirmative Action Officer
Director of Personnel
Director of General Services (Purchasing Agent)
County Counsel
All County Department Heads (Via CAO)
-3-
\ I
Office of the County Administrator
Contra Costa County
Affirmative Action Office
651'; Pine Street, Martinez, CA 94553
( 510) 646-4106
DATE: December 11, 1992
TO: Internal` Operations Committee
FROM: Emma Kuevor Jam`��/
Affirmative Action Officer
SUBJECT: Affirmative Action Progress Report
The Affirmative Action Progress Report is enclosed for your
review. The report covers the time period of January 1992
through June 1992.
cc: IO mailing list
s
I
CONTRA COSTA
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STA COUr`Cti
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COUNTY
AFFIRMATIVE ACTION PROGRESS REPORT
January - June
1992
II
I
II
Table of Contents
Page
I . Affirmative Action Program Status Report 1
A. Introduction 1
B. Employment Status Reports 3
1 . Separations 3
2 . Layoffs 4
a. January to June 1992
b. July 1992
c. August 1992
d. September 1992
e. October 1992
f . November 1992
3 . Hires 5
4 . Promotions 5
C. Minority .Businesses Enterprise/
Women Business Enterprise Contract
Compliance Program 6
1 . Construction Contracts 6
a. Public Works 6
b. General Services 7
2 . Purchasing 9
3 . Professional/Personal Services 10
II . Internal Operations Committee Referrals 11
III . Attachments '
i
I . Affirmative Action Program Status Report
A. Introduction
The County' s Affirmative Action Program has gone through
several significant changes . The changes affected all
departments and has threatened the gains Department
Heads, Managers, supervisors and employees have made over
the last five years .
The State budget had a significant impact on the progress
the County has shown in its Affirmative Action Program.
The results of the impact are the layoffs among ,
minorities and women in mid management and management
level positions . There has been no department in the
County that has not felt its impact. A few departments
have emerged unscathed by the drastic budgets cuts;
however all departments have felt the impact. The impact
on County Departments has been the elimination of vacant
and filled positions .
The County has been under a "freeze" for more than a year
and employee morale has been low because of the limited
number of staff and the increased workload. Employees
must be more versatile and flexible.
This affirmative action progress report begins with a
discussion on separations. County employees have felt
the impact of the layoffs and are bracing themselves for
another difficult year. "How is the County budget going
to affect me?" is the question repeatedly asked. The
separation report identifies employees laid off and the
impact of the layoffs . The County continues to prepare
for a budgetary shortfall . The departments are
continuously looking at ways to adjust to the changes
anticipated by another reduction in the County budget.
Layoffs in the County are compounded by the lack of jobs
in the County and Bay Area labor force. All of these
circumstances has influenced the County and its
Affirmative Action Program.
Although the data shows a decrease in the number of
County employees, the ,County has not stopped being
aggressive in the hiring and promoting of minorities and
women.
The data in this report is for the reporting period of
January to June 1992 . The criteria being used to compare
ourselves against is the 1990 labor force data in Contra
Costa County. The statistics for the labor force are:
1
I/
Groups Percentages
Males 55 . 0%
Females 45 .4%
White 78 . 0%
African American 7 . 8%
Hispanic 11 . 0%
Asian/Pacific Islander 9 . 3%
American Indian/ Eskimo
or Aleut . 7%
Other Races 4 .2%
Total Minorities 28 . 8%
The County' s Affirmative Action Program goals target
African Americans, Hispanics, Asian/Pacific Islanders,
American Indian/Eskimo or Aleuts and Females . The
current (as of June 30, 1992 ) percentages of County
employees in the County workforce are:
Groups Percentages
African Americans 13 .2%
Hispanic 8 . 1%
Asian/Pacific Islanders 7 . 3%
American Indian . 8%
Females 61 . 3%
Total Minorities 29 . 4%
The County' s data shows that African Americans, American
Indians and Females are significantly above their labor
force representation. The targeted groups are Hispanic
and Asian/Pacific Islander for all job classes .
Among mid-management and management level positions none
of the minority groups or females were at or above their
labor force representation. Among managers, all groups
are targeted.
2
B. Employment Status Reports
1 . Separations
County employees who leave the County service based
on their resignation, retirement, layoff, being
dismissed or rejected from probation is included in
this group. If an employee dies or doesn' t come to
work without any notice to the County and the
employee doesn't respond to the County' s efforts of
contacting them by telephone or by writing a
letter, the employee is given a construction
resignation. Deaths and constructive resignations
are also included in the separation report
(Attachment 1) .
Females and African Americans exceeded their labor
force representation among those separated from
County employment. African Americans left the
County more than any other group with 67 (21%)
employees . Females had 199 ( 63%) of the employees
who left the County.
Hispanics 31 ( 9%) and Asian/Pacific Islanders 26
( 8%) had employees who left the County service
under their labor force representation. There were
no American Indians who separated from the County.
The majority of separations were due to:
Separation Category Number Percent
Resignations _ 134 41 .5%
Constructive Resignation 5 1 .5%
Retirements 119 37 . 7%
Layoff 33 10 . 49%
Death 5 1 . 5%
Dismissed 8 2 .5%
Rejection of Probation 11 3 . 4%
Total 315 100 . 0%
Minorities left County service primarily because of
resignations; African American leaving with
3
14 ( 10%) ; Hispanics 8 (5%) and Females 82 (61%) ;
and Asian/Pacific Islanders 14 ( 9%) .
There was a total of 315 employees that separated
from -ounty service. The majority of separations
were in the Protective Services and Professional
Occupational Category (Attachment 2) .
2 . Layoffs
The County has gone through a series of layoffs
since June 1992 . The layoff analysis covers from
January to November 1992 .
The data (Attachment 3) indicates that African
Americans exceeded their labor force representation
with a total of 40 ( 15%) laid off during the time
periods of January to September, and Females
exceeded their labor force percentage with 166
( 61t) of employees laid off . Hispanic employees
were laid off under their labor force percentages
with 25 ( 10) x; Asian/Pacific Islanders with 17 (7%) ;
American Indians were laid off at their labor force
percentage with 2 ( . 7 ) . Among African Americans,
Hispanics, American Indians and Females were laid
off above their June 30 1992 work force composition
for employees .
Department Heads have been advised that among the
various factors they should consider in identifying
job classes where reductions may occur, they should
also consider their minority and female
representation.
Because of the County and department' s concern and
interest on the impact the layoffs had on their
Departments Affirmative Action Plan efforts,
departments carefully review their workforce
composition. The County'.s seniority system
requires that the last hired employee be the first
laid off . In the majority of instances whether it
• was at the management or the-line staff level, the
individuals most affected by layoffs were
minorities and females .
Many of the employees laid off have been placed in
other positions - in the County or have successfully
found work in the private sector. Unfortunately,
others have not; however, when vacancies . occur in
their job classes, they will be the first employees
hired into those positions . The October layoffs
4
(Attachment 4) show two employees who were laid
off, and November had no laid off employees .
3 . Hires
African American 46 ( 13%) (Attachment S) and Female
203 (59%) (Attachment 6) employees exceeded their
labor force representation. This increase will
help to offset the high layoff percentages for
African Americans and females .
Laid Off Hired Difference
AA 14% 13% _1%
Female 61% 59% -2%
Hispanics 33 (9%) and Asians 31( 9%) continue to be
the targeted group for recruitment and hiring.
Both groups were hired under their labor force
representation. There were no American Indians
hired during this time period (Attachment 5) . The
occupational category with the largest number of
hires was the Professional and Administrative
Support occupational category (Attachment 5) .
There were 344 employees hired primarily in the
Professional, Administrative Support and Technician
occupational job categories . Minorities were
primarily hired in the Professional 24 (22%) and
Technician 23 ( 37%) categories, followed by the
Administrative Support 20 (26%) category. Females
were primarily hired in the Administrative Support
64 (85%) , the Professional 59 (54%) , and Technician
42 (67%) occupational categories .
4 . Promotions
African Americans 33 ( 14%) (Attachment 7 ) and
Females 119 (52%) (Attachment 8) were promoted
above their labor force representation. Hispanics
23 ( 10%) , Asian/Pacific Islanders 15 ( 6%) ; and
American Indians 1 ( .4%) were promoted below their
representation.
There were 225 employees promoted primarily in the
Professional and Technician occupational
categories . Minorities were promoted primarily in
the Technical 26 (43%) positions followed by the
Professional 22 (250) occupational category.
Females were promoted 50 (83 . 3%) primarily in
5
Technical positions, followed by 41 (46%) in the
Professional occupational category.
Summary: Th-County will continue to focus on the outreach
and recruitment of Hispanics and Asian/Pacific Islanders and
the hiring and promotion of Hispanics at entry, mid-
management, management, and the Official/Administrative
levels. Hispanics continue to be the group most under
represented in each department in the County.
The County continues to aggressively hire African Americans,
and Females above their labor force representation. They also
promoted Afric an Americans and Females above their labor force
representation.
The County will monitor its layoffs on a monthly basis to
evaluate the impact it has on the County's Affirmative Action
Program.
C. Minority/Women/Disadvantaged Business Enterprise
(MBE/WBE/DBE) Contract Compliance Program
1 . Construction Contracts
The -County' s Minority and Women Business Enterprise
(MBE/WBE) Contract Compliance Program has three
components : construction, purchasing, and
professional/personal services . The construction
program has goals in projects over $50, 000 .
In the General Services Department there were five
projects from January to June 1992 . The total
dollar amount of the projects was $1, 144,975. The
MBE/WBE analysis shows : -
MBE ' s $196,000 at 17 . 0%
WBE ' s $ 7,589 at . 7%
Local contractors amounts were $859, 696 . There
were no local MBE/WBE awarded contracts .
a. General Services Department projects during
this period were:
6
1 . Remodel at 2425 Bisso Lane
Planned: To meet MBE goal of 13%
To meet WBE goal .of 2%
Accomplished: MBE goals not met
WBE goals not met
Documented a good faith
effort
2 . 50 Douglas Drive Site Improvement
Planned: To meet MBE goal of 13% ,
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
3 . Discovery Bay Park-Phase IV
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal exceeded with
68. 7%
WBE goal met with 2 . 66%
4 . HVAC Improvement at 4th floor Admin Bldg
Planned: To meet MBE goal of 13%
To meet WBE goal of 20
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
5 . Reroofing at the Detention Center
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
7
b. In the Public Works Department there were
seven projects with the total dollar amount of
$3, 123,301 . The MBE/WBE analysis shows :
MBE ' s $ 285, 000 at 9 . 1%
WBE ' s $ 52 , 170 at 1 . 7%
Local contractors amounts were $741,222 with
$135,000 or 4 . 3% to MBE ' s and $95,000 or 3 . 0%
to WBE ' s .
Public Works Department projects during this
period were:
1 . Drainage Area 16 , Line 'A'
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
2 . Muir Road Pacheco
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
3 . Drainage Area 29H Lines A & Al
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
4 .. Highway 4 Widening SR 160 to Big Break
Road
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal not met
WBE goal not met
Documented a good faith
effort
8
5 . West Antioch Creek, Interim Flood Control
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal with 13 .4%
WBE goal exceeded with
2 . 7%
6 . Slurry Seal
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal with 13%
WBE goal exceeded with 3%
7 . San Pablo Avenue Interconnect
Planned: To meet MBE goal of 13%
To meet WBE goal of 2%
Accomplished: MBE goal exceeded with
49 . 5%
WBE goal exceeded with
3 .78%
The combined expenditures from the General
Services and Public Works departments were
$4,26.8,276;
$481, 000 or 11 .2% to MBE ' s and $59,759 or 1 . 4%
to WBE ' s
2 . Purchasing
For the purchasing program the goals are: 15% MBE
and 5% WBE. The MSA system [computer software] was
being used to assist in the development of a
procedure that would make it easier to capture
MBE/WBE data. Due to budget reductions, the system
was eliminated. The Purchasing reporting
procedures were reevaluated and programmed to make
it possible for staff to continue to compile the
data. The buyers targeted several commodities and
solicitation efforts were increased. An example of
those commodities targeted are:
9
Paper Janitorial Svcs . Asphalt
IBM Compatible Inmate Clothing Forklift
Microfilming Signs Sweeping Svc .
First Aid Kit Aggregate
Envelopes Printed Folders
The total purchasing dollars spent (Attachment 9 )
during this reporting period was $10, 798, 941 .
There was $16,755 or . 15% awarded to MBE ' s and
$17 ,651 or . 16% awarded to WBE ' s . Local contracts
totaled $397,002 3.6% of the total contracts
awarded.
3 The revised Professional/Personal Services goals
are primarily based on the Standard Industrial
Classification (SIC) Codes for various services in
the business industry. The following are the goals
by SIC codes :
SIC DESCRIPTION OF SERVICE GOALS
CODE MBE WBE
60 Depository Institutions
1% 1%
64 Insurance Agents, Brokers
Serviced 5% 13%
65 Real Estate 5% 1%
73 Business Services 24% 53%
75 Automotive Repair
Services and Parking 14% 10%
76 Miscellaneous Repair
Services 15% 15%
80 Health Services 16% 13%
81 Legal Services 4% 15%
82 Educational Services 5% 27%
87, 89 Engineering, Accounting,
Research, Management
and Related Services
(SIC Code 87 ) and
Miscellaneous Services
(SIC Code 89 ) 5% 10%
If a service can not be placed in one of the above SIC
code categories 24% MBE and 44% WBE must be applied for
the service goal .
The total (Attachment 10) professional/personal services
dollars spent during this reporting period was
$18, 685, 062 . There was $17,778 or 0 . 9% awarded to MBE ' s
and $31, 082 or . 17% awarded to WBE ' s . Local contracts
totaled $52,237 or .27% of the total contracts awarded.
10
Departments with the largest expenditures were Health
Services, Social Services, Superior Court, County
Administrator, Community Services Administration, General
Services and Personnel . These departments will be
monitored more closely in 1993 . Staff in the departments
will be asked to participate in a workshop for MBE/WBE
service providers to introduce the County to them, review
the goals and procedure, and encourage them to bid on
upcoming projects .
SUMMARY: The County' s MBE and WBE program is on schedule. Changes
are still being made to the procedures in light of the newly
adopted goals .
Department support has made it possible to show our current .gains .
We ' re anxious and prepared to do more. The national economy has
taken a toll on businesses also. Many businesses no longer exist
although they were stable and thriving two years ago.
In 1993 our focus will be on reviewing procedures with staff and
advising the business community of our contracting opportunities .
Our objective is to meet our goals and show we ' re moving in that
direction yearly regardless of our current economic situation.
11
III . Internal Operations Committee Referrals
The Internal Operations Committee referred an item to the
Affirmative Action Officer for a response and requested it be
a part of the semi-annual Affirmative Action Progress Report.
The following is the referral and my response:
Referral : Request the Affirmative Action Officer to consider
the viability ' of panels of employees willing to volunteer
their time to serve on such panels, for the purpose of
mediating discrimination complaints and report her conclusions
and recommendations to our Committee as a part of her semi-
annual report on December 14, 1992 .
Response: I must recommend against panels of volunteer
employees to mediate discrimination complaints . Mediation is
a sensitive process which can operate only in an atmosphere of
competence, confidence and confidentiality. The parties to a
mediation must voluntarily agree to participate, and they
control the extent of their participation. The parties need
to be assured as to the knowledge, judgment, discretion, and
impartiality of the mediators .
The actual knowledge, judgment, discretion and impartiality of
each member of a panel of volunteer County employees could not
be assured to the satisfaction of two sides which are
disputing between themselves . The failure of a volunteer
mediator to succeed in the mediation, or conduct by a
volunteer mediator, could increase the hostility and
misunderstanding of the parties and the County' s exposure to
claims . I am' particularly concerned about maintaining the
confidentiality of mediation efforts .
When handling a sexual harassment complaint, for example,
care must be given to the complainant and the person named in
the complaint. Rumors will greatly antagonize the dispute and
may destroy the County' s ability to achieve a resolution.
Volunteer panels lessen the possibility of maintaining the
confidentiality of an investigation.
Employees currently have a choice between their Department
Affirmative Action Coordinator, the County' s Affirmative
Action Officer, or the Merit Board. At the department level
the complainant may ask their friends to assist them, their
union or attorney. At the Merit Board level the complainant
may have the same representation.. Our current Discrimination
Complaint Procedure has worked effectively for employees .
12
At the Affirmative Action Officer level, mediation is held
between the complainant and the department. Confidentiality
is maintained during the entire investigation. This level of
confidentiality protects the complainant and department from
biasing the Merit Board if the complainant appealed to that
level . The Merit Board does not have access to my mediation
efforts or files which insures that the Merit Board will not
be biased when investigating the complaint. Existing
procedures protect the employees and the departments .
A:\AAREPORT
13
Professional/Personal Services
Goals
The following is a list by Standard Industrial Classification (SIC)
Codes of the Professional/Personal Services goals to be used for
contracts over $2 ,500 .
The following are goals by SIC Codes :
SIC CODE DESCRIPTION GOALS
60 Depository Institutions MBE: 1%
WBE: 1%
64 Insurance Agent, Brokers
Service MBE: 5%
WBE: 13%
65 Real Estate MBE: 5%
WBE 1%
73 Business Services MBE: 24%
WBE: 53%
75 Automotive Repair, Services
and 'Parking MBE: 14%
WBE: 10%
76 Miscellaneous Repair ServicesMBE: 15%
WBE: 15%
80 Health Services MBE: 16%
WBE: 13%
81 Legal Services MBE: 4%
WBE : 15%
82 Educational Services MBE: 5%
WBE: 27%
87, 89 Engineering, Accounting,
Research, Management and
Related Services (SIC 87 )
and Miscellaneous Services
SIC ; 89 ) MBE: 5%
WBE: 10%
The goal of 24% MBE. AND 44% WBE must be used if a contract does not
fall under one of the above SIC Code categories .
14
CONTRA COSTA COUNTY
GENDER SEPARATIONS BY OCCUPATIONAL CATEGORY
January - June 1992
Category Males Females Total Female % of
Total Separated
Resignations 52 38% 82 61% 134 26 . 0%
Constructive 2 40% 3 60% 5 . 9%
Resignations
Retirement 51 42% 68 57% 119 21 .5%
Lay off 4 12% 9 27% 33 2 . 8%
Death 3 60% 2 40% 5 . 6%
Dismissals 2 25% 6 75% 8 1. 9%
Rejected 2 18% 9 81% 11 2 .8%
Probationer
Total 116 36% 199 63% 315 56 . 5%
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CONTRA COSTA COUNTY
GENDER HIRES BY OCCUPATIONAL CATEGORY
January - June 1992
Category Males Females Total Female % of
Total Hired
Officials and 6 54% 5 45% 11 1 .4%
Administrators
Professional 49 45% 59 54% 108 17 . 1%
Technicians 20 32% 42 67% 62 12 .2%
Protective 19 95% 1 5% 20 . 2
Service
Workers
Para- 26 55% 21 44% 47 6 . 1%
Professional
Administrative 11 14% 64 85% 75 18 . 6%
Support
Skilled Craft 1 100% 1 0 . 0
Workers
Service 6 66% 3 33% 9 . 8
Maintenance
Worker
Total 141 41% 203 59% 344 56 .4
ATTACHMENT 6
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CONTRA COSTA COUNTY
GENDER PROMOTIONS BY OCCUPATIONAL CATEGORY
January - June- 1992
Category Males Females Total Female % of
Promoted
Officials and 2 66% 1 33% 3 . 4%
Administrators
Professional 47 53% 41 46% 88 18 .2%
Technicians 10 16% 50 83% 60 22 . 2%
Protective 37 86% 6 14% 43 2 . 6%
Service
Workers
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Support
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Workers
Service 8 72% 3 27% 11 1 . 3%
Maintenance
Worker
Total 106 47% 119 52% 225 52 . 6%
ATTACHMENT 8
CONTRA COSTA COUNTY
JANUARY - JUNE 1992
SUPPLIES REPORT
COUNTY TOTAL
DEPARTMENTS NO. CONTRACTS LOCAL CONTRACTS PERCENT
(#) ($) (#) ($) M
County Admin. ill_1 $556,320 3 368 .06
Agriculture 28. 10,006 1 457 4.5
Animal Svcs. 62, 81,311 0 0
Assessor 29 52,638 1 39 0
Auditor 34 52,972 1 17 .03
Bldg, Insptor 19 10,051 1 90 .8
Clerk-Recorder 84 610,607 1 $391,712 64.0
• Comm. Devel. 41 53,340 0
Comm. Services 76 368,366 0
Admin.
Coop. Exten 14 5,785 0
County Counsel 19 15,456 0
District Attny 79 100,918 1 72 .07
Fire Districts:
CCC 111 352,579 0
Moraga 32 22,206 1 116 .50
Orinda 59, 33,914 0
Riverview 71- 83,271 3 370 .44
West 21 11,045 1 2,078 18.0
Gen. Services 189 674,208 2 327 .04
Health Serices
Medical 913 $3,473,022 3 1,199 .03
Pub Health 235 621,984 3 63 .01
SUBTOTAL 1,148 $4,095,006
Library 89 195,208 0
Muni Ct. Admin 76 195,446 0
Pers. Merit 3 584
Board
Personnel 49; 60,166 0
Private Ind. 20 15,563 0
Council
Probation 154 397,194 0
Pub Defender 28 50,177 0
Public Works
Airport 27 30,770 0
SUBTOTAL 120' $184,794 0
Retirement 7 4,181 0
Sheriff-Coroner 346 $1,916,828 1 62 0.0
Social Svcs 110 524,754 0
Superior Ct. 50 51,288 0
Treas./Tax
Collector 16 11,591 0
Veterans Svcs. 9' 1,154 1 26 2.0
GRAND
TOTAL 3,354 $10,798,941 22 $397,002 3.6
MBE 2 16,755 .15
WBE 5 17,651 .16
ATTACHMENT 9
CONTRA COSTA COUNTY
JANUARY - JUNE 1992
SUPPLIES REPORT
COUNTY TOTAL
DEPARTMENTS NO. CONTRACTS LOCAL CONTRACTS PERCENT
County Admin. 86 $786,999 1 $15,456 1.9
Agriculture 13 20,546 1 7,354 35.7
Animal Sservices 20 13,940 1 90 .6
Assessor 13 33,924 1 47 .13
Auditor 20 100,696 1 98 .09
Bldg, Insp. 9 47,300 0
Clerk-Recorder 86 329,569 1 100 .03
Comm. Devel. 31 107,405 1 1,510 1.40 '
Comm. Services 74 560,361 1 4,642 .82
Admin.
Coop. Exten. 4 1,496 0 '
County Counsel 17 23,564 0
District Attny 78 174,489 0
Fire Districts:
CCC 197 470,882 0
Moraga 29 13,238 1 132 1.0
Orinda 67 35,040 1 315 .89
Riverview 124 166,340 2 320 .19
West 21 26,527 0
Gen. Services
Health Serices 425 1,557,244 2 1,444 0.1
Medical 413 5,991,159 2 1,144 .01
Pub Health 326 1,611,749 0
SUBTOTAL 739 $7,602,908 2 1,144 .01
Library 34 115,656 0
Muni Ct.
Admin 103 227,338 0
Pers. Merit 5 7,574 1
Board
Personnel 49 $2,105,447 0
Private Ind. 96 680,384 0
Council
Probation 72 300,479 0
Pub Defender 44 49,020 0
Public Works
Airport 31 102,077 1 232 .22
SUBTOTAL 102 $ 236,144 1 232 .09
Retirement 1 2,455 0
Sheriff-Coroner 162 575,233 1 375 .06
Social Svcs. 291 1,492,527 1 5,384 .36
Superior Ct. 349 803,075 1 300 .03
Treas./Tax
Collector 13 16,650 0
Veterans Svcs. 3 597 1 54 9.03
GRAND TOTAL 3,377 $18,685,062 22 $52,237 .27
MBE 1 17,778 .09
WBE 3 31,802 .17
ATTACHMENT 10