HomeMy WebLinkAboutMINUTES - 12131994 - IO.4 0: BOARD OF SUPERVISORS I .O.-4
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INTERNAL OPERATIONS COMMITTEE Costa FROM:
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November 14, 1994 �`'••.w � County
DATE:
SUBJECT: PERFORMANCE EVALUATION OF GENERAL SERVICES DEPARTMENT
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SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS :
1 . ACCEPT the report from the Director of General Services,
reflecting the response by his Department to our Committee' s
request for: data which will allow us to evaluate the
performance of the General Services Department.
2 . EXPRESS the Board's appreciation for the carefully prepared,
detailed, well presented, quantified data which was presented
by the Director of General Services, which clearly seems to
point out that the General Services Department is performing
at a high ] level of competence, has streamlined its
organization" in response to necessary budget reductions .
BACKGROUND:
On June 28, 1994, the Board of Supervisors referred to the Internal
Operations Committee a request to develop a procedure which would
allow the Internal Operations Committee to meet with each
Department Head during the year and report on the Department' s
activities .
On November 14, 1994, our Committee met with the Director of
General Services, Bart Gilbert; his Deputy Director, Kathy Brown;
and the County Administrator. Mr. Gilbert presented the attached
report and reviewed it with our Committee. In addition, Mr.
Gilbert presented overhead slides to demonstrate the level of
reductions which have been made in management and represented staff
and the changes which have been made in the number of maintenance
staff over the past several years .
CONTINUED ON ATTACHMENT: YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRAT RECOMMENDATION OF BOARD COMMITTEE
APPROVE O H
W�ATTTNTPR
SIGNATURE(S): TTH
ACTION OF BOARD ON Iia� APPROVED AS RECOMMENDED 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 Iff
Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF
CC: County Administrator SUPERVISORS AND COUNTY ADMINISTRATOR
Barton J. Gilbert, Director of General Services
a
BY r 4 ` DEPUTY
I .O.-4
Management employees have been reduced from 46 in 1988 to 29 in
1994, a reduction of 37% . During the same period of time,
represented employees have been reduced from 231 to 208, a
reduction of only 10% . Overall, the Department has 50 fewer
employees now than it had in 1988.
As an indication of the progress which has been made in converting
from leased to County-owned space, Mr. Gilbert noted that over the
past 15 years the amount of leased space has been reduced by 25%,
from 689,469 square feet to 520,502 square feet. During the same
period of time, the amount of County-owned space has increased by
112%, from 1,298,736 square feet to 2 ,748,698 square feet.
Overall, the amount of space for which the General Services
Department is responsible has increased 64% from 1,988,205 square
feet to 3,269,200 square feet.
While the amount of space has been increasing, the number of
maintenance employees has been reduced. Building Maintenance staff
has been reduced over the past 15 years from 32 to 25, a 22%
reduction. Hospital Maintenance has increased by one employee from
11 to 12 . Grounds Maintenance staffing has decreased from 22 to 16
individuals, a 27% reduction, Operating Engineers have been reduced
from 25 to 12, a 52% reduction, and Custodian Services has been
reduced from 95 to 56 employees, a 41% reduction.
Mr. Gilbert also noted that he conducts a customer satisfaction
survey annually to determine how his customers (generally other
County Departments) feel about the service they receive from the
General Services Department.
Mr. Gilbert also noted the number of cost saving measures his
Department has been able to implement over the past several years,
which are outlined in more detail in the last three pages of the
attached report.
We are very pleased with the organizational adjustments General
Services has been able to make and with the emphasis they have
placed on achieving innovative cost-savings in many areas . We
would like to commend the Department for the achievements it has
been able to make and the level of service it has been able to
maintain under extreme budget pressures .
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CONTRA COSTA COUNTY
GENERAL SERVICES DEPARTMENT
October, 1994
I . OVERVIEW
1 . Creation of Department
The General Services Department was established in September
of 1985 . The creation of the Department resulted in the
consolidation of various internal support services under one
administrative authority. This action increased the level of
visibility of such services and transferred them from other
County departments whose primary missions were to provide
other types of services . The activities assigned came from
the following departments: Public Works, Auditor--Control-
ler, County Administrator, Health Services, and Sheriff--
Coroner. The organization of support services within one
department has effectively provided the opportunity to make
delivery of these services more efficient and cost effective.
2 . Mission Statement
Our business is to provide high quality, responsive, cost-
effective service to County departments, other agencies, and
to the public through the following:
o Set goals and objectives for providing services .
o Meet regularly with customers to discuss their needs and
problems . Recommend new or revised methods of providing
services to reduce costs, improve and/or increase
service levels and productivity.
o Develop and maintain cooperative working relationships
between the General Services Department and its custom-
ers and others who support Department activities .
o Promote image of professionalism, pride and quality of
service.
o Focus on employee skills and promote creative work
environment through training, staff development, team
building and decision making at the lowest level .
3 . Composition
The General Services Department is composed of the following
divisions:
1
Administrative Services Division - provides administrative
support to all Divisions, including employee relations,
personnel actions, preparation and control of budgets,
accounting, billing and charging for Department services,
clerical support, organizational development, safety train-
ing, and development of policies and procedures .
Architectural Division - provides architectural support,
including County facility plans, feasibility studies,
supervision of construction projects, and alterations to
County buildings and facilities .
Building Maintenance Division - provides building maintenance
services ,' including repairing and remodeling of buildings and
facilities using skilled craft workers in the trade areas of
carpentry, painting, electrical, steamfitting and plumbing;
maintains traffic signals for the Public Works Department and
other public agencies; provides County coordination, mainte-
nance and management of telecommunications systems, including
telephones, data transmission, and alarms .
Central Service Division - provides printing, fast copy of
materials, micro-filming, messenger transfer of inter-office
mail, U. S. mail pickup and metering, post office delivery,
and envelope inserting for large mailings .
Custodial Services Division - provides building cleaning and
maintenance services, and office furniture moving for County
departments .
Fleet Management Division - provides repairing and servicing
of County vehicles and equipment at the Shell Avenue Fleet
Service Center; provides radio and microwave maintenance for
County departments, police agencies, fire districts, cities,
and other public agencies .
Grounds Services Division - provides a broad spectrum of
grounds maintenance services, including landscape planning
and maintenance, weed and pest control, parking lot mainte-
nance, and supervision of General Assistance Workfare crews
in coordination with the Social Service Department.
Operating Engineers Division - provides maintenance and
repair of air conditioning, ventilating, and heating systems
and makes minor repairs to equipment, plumbing fixtures, and
electrical motors which do not require building maintenance
skills, and has special assignments at Merrithew Memorial
Hospital and the detention facilities .
Lease Management Division - provides management of County-
leased buildings and property, including providing office,
warehouse, and other types of space for County needs through
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acquisition, leasing, major remodeling, or revenue leasing,
in coordination with the Architectural Division.
Purchasing Division - provides purchasing services, including
obtaining bids, issuing purchase orders for goods and
services required for County departments and some special
districts, and coordinates disposal of surplus items with the
Grounds Workfare Program.
Resource iRecovery Center - provides recycling services for
County-owned and operated sites in conjunction with Social
Service work programs .
Hospital Maintenance - performs routine, preventative, and
emergency maintenance and repairs at Merrithew Memorial
Hospital ;with a multi-disciplinary team including operating
engineers, electricians, carpenter, and steamfitter.
4 . Organizational Chart/Positions by Program
The following organizational chart indicates the current
level of staffing of the Department. (Numbers in parentheses
indicate permanent employees assigned to that activity. )
CONTRA COSTA COUNTY GENERAL SERVICES DEPARTMENT
ORGANIZATIONAL CHART
DIRECTOR OF GENERAL SERVICES
BARTON J. GILBERT
(1)
EXECUTIVE SECRETARY
(1)
DEPUTY DIRECTOR FISCAL ADMINISTRATIVE CUSTODIAL
(1) (1) SERVICES (10) SERVICES (55)
CENTRAL SERVICE
LEASE (19)
MANAGEMENT (6)
PURCHASING
BUILDING (8)
MAINTENANCE (37)
ARCHITECTURAL
OPERATING SERVICES (11)
ENGINEERS (12)
FLEET
MANAGEMENT (30)
SPECIAL PROJECTS/ Management 29
RESOURCE CTR (7) Non-management 208
Total 237
GROUNDS
SERVICES (25)
3
HOSPITAL
MAINTENANCE (12)
Revised 10/10/94
5 . General Services Department 1994-95 Budgets
0020 0060 0063 0077 0079 0148 0149 0473 Total
EXPENDITURES Purchasing Commun Fleet Gen Prop Bldg/Grds Cen Svcs Admin Recycle Gen Svcs
----------------------------------------------- ---------------------------------------------------------------------------------------
Salaries L Benefits 346,915 982,481 1,319,391 0 8,708,948 755,888 896,341 0 13,009,964
Services d Supplies 74,802 2,356,335 4,120,625 14,439,129 15,473,506 982,957 150,670 937,000 38,535,024
Other Charges 3,610 296,770 703,265 56,479 11,420,961 32,360 1,741 0 12,515,186
Fixed Assets 0 0 374,183 30,0100 0 0 0 0 404,183
-----------------------------------------------------------------------------------------------------------
Total Expenditures 425,327 3,635,586 6,517,465 14,525,608 35,603,415 1,771,205 1,048,752 937,000 64,464,358
TRANSFERS/REVENUES
---------------------------
Transfers (33,830) (2,923,455) (5,847,047) (385,834) (31,852,015) (1,514,900) (1,048,502) 0 (43,605,583)
Revenues 185,629 712,131 296,234 2,037,918 3,751,400 104,370 250 937,000 8,024,932
-----------------------------------------------------------------------------------------------------------
Total Transfers/Revenues (219,459) (3,635,586) (6,143,281) (2,423,752) (35,603,415) (1,619,270) (1,048,752) (937,000) (51,630,515)
Net County Cost 205,868 0 374,184 12,101,856 0 151,935 0 0 12,833,843
II . RESOURCES
1 . Departmental Activities
The General Services Department ' s activities are accomplished
by charging labor costs, transportation costs, and supply and
material costs against an authorized work or repair order.
These charges are paid by either of two methods : ( 1) the
total costs are charged against the requesting department
usually in the non-general fund accounts, or (2) the total
costs are charged against established budgets within the
General Services Department.
2 . General Services Staffing by Program
Administration
Director of General Services 1
Deputy General Services Director 1
Administrative Services Officer 1
General Services Fiscal Officer 1
Administrative Services Assistant III 1
Clerical Supervisor 1
Executive ''Secretary 1
Secretary-Advanced Level 1
Clerk-Senior Level 1
Accountant III 1
Accounting Technician 1
Account Clerk-Advanced Level 3
4
Architectural
Supervising Architectural Engineer 1
Senior Architectural Engineer 2
Senior Real Property Agent 1
Associate Architectural Engineer 3
Assistant' Architectural Engineer 1
Clerk-Lead Specialist 1
Clerk-Senior Level 2
Building Maintenance
Building Maintenance Manager 1
Lead Carpenter 1
Carpenter' 5
Lead Electrician 2
Electrician 8
Lead Painter 1
Painter 1
Lead Steamfitter 1
Steamfitter 4
Lead Electronic Equipment Technician 1
Electronic Equipment Technician 2
Lead Telecommunications Technician 1
Telecommunications Technician 3
Communications Equipment Installer 2
Communications Equipment Technician 1
Laborer 1
Clerk-Senior Level 1
Clerk-Experienced Level 1
Central Service
Central Services Manager 1
Clerk-Senior Level 1
Driver Clerk 5
Mail Machine Operator 1
Microfilm, Technician II 1
Central Service -- continued
Office Services Worker II 5
Reprographic Technician II 3
Reprographic Technician III 2
Custodial
Custodial Manager 1
Custodial Services Supervisor 2
Lead Custodian 8
Custodial Services Aide 2
Custodial II 39
5
Lead Window Washer 1
Window Washer 3
Operating Engineers
Chief Operating Engineer 1
Lead Operating Engineer 2
Operating, Engineer II 7
Steamfitter 2
Fleet
Fleet Manager 1
Assistant' Fleet Manager 1
Fleet Equipment Specialist 1
Fleet Service Center Supervisor 1
Auto Part''s Technician 2
Equipment" Services Writer 1
Equipment Mechanic 9
Equipment Services Worker 6
Apprentice Mechanic 1
Senior Communications Equipment Technician 1
Communications Technical Supervisor 1
Communications Equipment Technician 4
Clerk-Senior Level 1
Grounds
Grounds Maintenance Manager 1
Grounds Maintenance Supervisor-Project 1
Lead Gardener 4
Gardener , 8
Grounds Maintenance Specialist-Pest Control 1
Grounds Maintenance Specialist-Irrigation 1
Work Program Crew Leader I-Project 3
Work Program Crew Leader II 5
Work Program Crew Leader II-Project 1
Hospital Maintenance
Facilities Maintenance Coordinator 1
Carpenter 2
Electrician 2
Operating, Engineer II 5
Painter 1
Steamfitter 1
Lease Management
Lease Manager 1
Senior Real Property Agent 2
Associate Real Property Agent 3
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Purchasing
Purchasing Services Manager 1
Senior Buyer 1
Buyer II 3
Clerk-Senior Level 3
Resources/Recycle
Facilities Services Manager 1
Lead Custodian 1
Custodian II 2
Grounds Resources Center Attendant 1
Grounds Resources Center Attendant-Project 2
Department Total 237
3 . Affirmative Action
The County' s Af f irmative Action Of f icer in a recent report to
the County Administrator has indicated the following:
"The General Services Department is one of the most progres-
sive departments in the county. They are cooperative;
identify their own training needs and develop training
workshops to address those needs; seek advice in handling
disciplinary actions; and have a strong Affirmative Action
Committee. They are appointing women to nontraditional
positions and minorities in the trades . They sponsor an
annual General Services Family Picnic; sponsored a cultural
food awareness event; and required all their employees attend
a department developed and implemented workshop on affirma-
tive action. "
Department Profile:
237 authorized positions; 221 filled
Total Department: 75 . 1% male
24 . 9% female
17 .2% African-American
9 . 0% Hispanic
2 . 3% Asian/Pacific Islanders
1 .4% American Indian/Alaskan Native
Affirmative Action Management Profile Comparison
1985 1994
32 Managers--male 20
0 , Managers--female 2
1 Division Managers--minority 2
4 Managers/Supervisors/Leads--female 12
22 Managers/Supervisors/Leads--minority 25
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For the period July, 1992, through September, 1994, the
Department has made eight permanent appointments, as follows :
% of Total
#/Ethnicity/Gender Job Category Hires
2 African/American male Service/Maintenance 25 . 0%
1 Hispanic male Service/Maintenance 12 .5%
1 Hispanic female Service/Maintenance 12 .5%
2 White males Service/Maintenance 25 .0%
1 White female Service/Maintenance 12 .5%
1 White female Technician 12 .5%
Temporary staff as of October, 1994 :
#/Ethnicity/Gender Job Category
5 White male Service/Maintenance
1 White female Service/Maintenance
5 African/Amer male Service/Maintenance
1 African/Amer female Service/Maintenance
4 Hispanic male Service/Maintenance
1 Hispanic female Service/Maintenance
1 Asian male Service/Maintenance
1 Pacific Isl male Service/Maintenance
6 White male Skilled Crafts
Of the 25 employed temporaries, 14 (56%) are minority or
female.
4 . Sick Leave Administration
The Department monitors sick leave administration on an
annual basis for ALL employees, commends those with low
usage, and monitors those with high usage ( 70 percent or more
of annual accrual of 96 hours) .
During January through September of 1994,
15 staff were on medical verification requirement;
21 staff have been counselled and/or warned in writing
and/or annual evaluations indicate "improvement
needed" ;
4 staff have received written reprimands for attendance;
5 staff have been suspended for a total of 13 days for
attendance;
2 staff have been dismissed for attendance problems .
For calendar year January through December, 1993, 66 employ-
ees (28 percent) used 40 hours or less of sick leave.
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5. Automation
o The Department is linked to the mainframe for budget,
payroll and purchasing.
o We have Local Area Networks (LAN) in Purchasing, Fleet
Management and Fleet/Radio Communications .
o We have three stand-alone applications in Accounting,
two in Administration, three in Architectural Design,
five in Building Maintenance/Telecommunications, four in
Fleet/Radio Communications, and one in Operating
Engineers .
o Energy management systems are in the newer buildings and
provide remote access to building HVAC controls .
6 . Mandates
The Department' s legal mandates relate to the safe and
necessary conduct of its operations . A partial listing of
those legal requirements is as follows :
o Safe and sanitary maintenance of buildings .
o Americans with Disabilities Act (ADA) .
o Federal, State, and local MBE/WBE regulations .
o State Labor Code, State Civil Code, and California Code
of Regulations, Title 24 related to buildings .
o Federal and State environmental laws related to air
quality, temperature control, water management, and
hazardous materials handling.
o Cal-OSHA and General Industry Safety Orders and other
health and safety regulations.
o FCC regulations for communications .
o State Public Contracts Code, Government Code, County
Ordinance Code relating to purchasing.
o Federal Highway Administration Uniform Traffic Control
Devices regulations and Uniform Vehicle Code for traffic
signals .
o DMV Commercial Driver' s Program.
o Office of Statewide Health Planning and Development
maintenance, construction, remodeling, and inspection
requirements for the County Hospital .
o State Board of Corrections relating to Adult facilities
and State Department of Youth Authority relating to
juvenile facilities.
o Local and State Fire Codes.
o State Real Estate Contract Code.
o Federal EPA and State waste management and other
conservation programs .
o State Vehicle Code vehicle maintenance requirements .
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III . CUSTOMER PROFILE
The General Services Department serves all internal departments of
the County. In addition, the Department provides support services
on a contractual basis to external governmental agencies, such as
fire districts . At the onset of the formation of the General
Services Department, management concluded that we had no "cli-
ents" , that all recipients of services provided by the Department
are "customers" .
Some of the outside customers of the Department are as follows :
Traffic signals - 11 cities
Radio communications - 30 contracts with other agencies
Mailing services - Contra Costa Water District; Committee
for Water Consensus
Purchasing - Contra Costa County Office of Education annual
school supply bid; County Supervisors Association of
California (CSAC) language line
Fleet - three: CNET; Mosquito Abatement; Mt. Diablo Schools
for smog checks
IV. PERFORMANCE INDICATORS/OUTCOMES
1 . Objective: Provide satisfactory service to customer depart-
ments within approved level of funding.
Performance indicators :
o Many unsolicited letters of appreciation received from
customers .
o Responses to annual customer survey.
o During the period of time since 1979, the County
building space has increased by 64 percent, the vehicle
fleet has increased over 20 percent, and County Service
Areas maintained have increased from 5 to 53 .
2 . Objective: Manage available funds effectively and effi-
ciently without exceeding overall budget for items the
Department controls.
Performance indicators :
o General Services has met its budget requirements every
year since the Department' s creation, despite budget
cuts .
o Purchasing has saved millions of dollars for County
departments .
10
r
o Energy savings for County facilities :
- Electrical lighting retrofits, $150, 000/year
- Garbage cost reductions, $130,000/year
- Paper recycled, 7 . 4 million pounds/year
- Fleet has purchased or been given grants for 12
alternative fuel vehicles
o Lease Management and Purchasing refinanced 25 loans and
leases during the period of lower interest rates saving
$150,000 for departments .
3 . Objective: Empower non-management employees as resources to
help County and Department cope with current mandates .
Performance indicators :
o Ratio of management to non-management is much less than
five years ago: 37 percent reduction in management
staff and 10 percent reduction in represented positions .
o Work is assigned at the lowest level possible.
Departmental policy has dictated the use of lead
employees to provide first level supervision throughout
divisions .
4 . Objective: Provide management leadership which maximizes
service within funding levels, provides creative and effec-
tive solutions to problems, promotes productivity and fosters
cooperation at all levels .
o Applied for energy related grants and received funding
for two electric vehicles and two compressed natural gas
vehicles .
o Received a grant from the California Energy Commission
for a $60, 000 study for a thermal energy storage
project.
o Grounds has been successful in obtaining new sources of
work by adding service areas as detailed previously in
this report.
o General Services has executed a $140, 000 contract with
State EDD to utilize excess telephone capacity.
o Cut overhead rates, saving customer departments in
excess of $865,000 per year.
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5 . Objective',: Work cooperatively with other departments and
public agencies to promote and staff programs which benefit
the County and maximize Board of Supervisors policies and
mandates .
Performance indicators :
o General Assistance recipients used in work crew and
training programs provided approximately 160,000 labor
hours annually to clean roadsides and special district
park trails, plant trees, provide fire abatement of
brush, collect surplus property, sort and bale paper for
recycling, wash County vehicles, and other miscellaneous
tasks under the direction of General Services crew
leaders .
o Eight employees have been hired from lay-off lists, and
seven from the General Assistance roles .
o Purchasing has been instrumental in developing or
joining other cooperative agreements that have saved the
County money by increasing buying power. The Purchasing
Manager sits on a cooperative purchasing committee
sponsored by CSAC. A recent joint effort between
Purchasing and Administration is a contract to save on
telephone costs, particularly for long distance and 800
service, which is projected to save $100,000 annually.
V. CHALLENGES
1 . The most difficult challenge currently facing the General
Services Department is the requirement to provide the
necessary services to preserve the infrastructure of County-
owned and controlled buildings and equipment. In an era of
reduced availability of resources, it continues to be
increasingly difficult to fund and provide the necessary
maintenance of the County infrastructure. Specific areas of
concern are
o Replacement and/or upgrade of adult and juvenile
detention facilities .
o Replacement of the Sheriff ' s 20-year-old mobile radio
communications system.
o Upgrade of County microwave system which primarily
serves the Sheriff, fire, medical, and local police
agencies daily and is the backbone for emergency
communications .
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o Improvements to fire, life safety, and security systems
in County facilities, and
o Replacement of County vehicles .
2 . The second challenge is to coordinate communications respon-
sibilities, taking into consideration new technology as well
as changes in service providers and rate regulations . This
challenge, includes how the County will properly adapt to the
communications superhighway and other emerging technologies .
3 . The third challenge is to bring County-owned and operated
facilities and equipment into compliance with the Americans
with Disabilities Act (ADA) . The main concern that affects
the General Services Department transcends the requirements
of compliance with ADA, but addresses the fact that there is
currently no funding available for the cost of compliance.
4 . Lastly is the challenge of a workload that continues to
increase, while the number of employees available to do the
work continues to decline.
VI . THE FUTURE
Future challenges facing the General Services Department include
o Meeting the Federal Clean Air Act mandates requiring changes
in the types of fuel used in publicly-owned fleets .
o Conducting a comprehensive review of privatization of
services currently provided by the Department. It will be
necessary, to identify and evaluate various private service
delivery systems that would be available to the County in
lieu of services provided by the Department.
o Upgrading, and expanding the use of automated systems to
support applicable functions within the Department.
o Developing and implementing a Countywide building security
system.
o Developing a comprehensive plan for emergency response by the
General Services Department for County-owned and operated
facilities in the event of a major disaster.
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SELECTED
GENERAL SERVICES DEPARTMENT
ACHIEVEMENTS
1985--1994
BARTON J. GILBERT, DIRECTOR
GENERAL
o Reorganized the Department which resulted in an annual
reduction to customer departments of over $865,000 .
o Received County funding for six projects from the Produc-
tivity Investment Fund, more than any other department, for an
annual savings of over $156 ,000 .
o Established the County Resource and Recycling Center,
providing over 120,000 hours of General Assistance labor for
roadside litter collection, grounds maintenance, community
cleanup, paper sorting, and other activities .
o Automated the fiscal data for the management of buildings,
vehicles, communications, and major projects .
o Recovered over 7 . 4 million pounds of paper and cardboard
annually, which is sorted, processed, and sold at the Resource
Center.
o Developed work training programs for painting, custodial,
grounds maintenance, and recycling utilizing welfare
recipients .
o Hired females into non-traditional jobs in printing, building
maintenance crafts, communications, grounds maintenance and
operating engineers .
o Established an employee recognition committee to recognize
outstanding General Services employees .
BUILDING MAINTENANCE
o Completed lighting retrofits for 15 buildings with an energy
savings of $150,000 a year.
o Installed purge recovery units in large HVAC systems to
preclude release of CFCs .
o Dedicated department employees to the County' s three detention
facilities to provide work direction to inmates performing
minor maintenance and painting.
o Contracted utility bill audit to discover errors and/or
omissions which resulted in saving the County over $150,000 .
FLEET
o Consolidated two separate fleet service centers into one
central operation, resulting in an $18,000-a-year saving and
an increase in customer hours of 20 percent.
o Designed, built, and manage a 24-hour automated fueling
station that provides fuel to County vehicles for 22 cents per
gallon less than commercial stations .
o Achieved authorization as a Ford Motor Company warranty repair
facility.
o Pursuing the use of alternative fuel vehicles for fleet use;
currently operating 12 vehicles using compressed natural gas,
methanol, and electricity.
o Installed steamcleaning and parts and tool cleaning equipment
that utilizes biodegradable cleaning agents and recycled water
with an annual savings of over $8,000.
ARCHITECTURAL DIVISION
o Streamlined the bidding process and reduced time required to
complete construction and remodeling contracts under $50,000 .
o Created a retrieval system with a database of archived
construction project documents and implemented a CAD program
to automate °the management of projects .
o Developed a comprehensive MBE/WBE program in coordination with
the County Affirmative Action Officer for building projects.
CUSTODIAL
o Implemented a day-time custodial program resulting in a
$65, 000 annual saving.
o Conducted a Countywide garbage monitoring program that
resulted in $130, 000 annual savings in utility costs .
PURCHASING
o Established a warrant request program that allows customer
departments to make direct purchase of small-dollar-value
items .
o Refinanced $1 .9 million worth of equipment and real property
improvement ' contracts to obtain a lower interest rate.
Previous contracts varied from 9 to 12 percent. Refinance
contract combined 25 contracts requiring monthly payments into
one quarterly payment carrying a 5 . 5 percent interest rate,
saving $150, 000 a year in interest payments .
o Executed multi-year pharmaceutical, med-surg, and laboratory
supply contracts that have saved the County Health Services
Department over $2 . 5 million a year.
COMMUNICATIONS
o Executed a 10-year contract with Pacific Bell for telecom-
munications services which saved in excess of $5 million over
the life of the contract.
o Installed a Department-owned voice mail service with over
2, 900 individual mailboxes in use (capacity: 10,000) .
o Generated over $140,000 annually in new revenue by contracting
with the State of California to use excess telecommunications
capacity.
LEASE MANAGEMENT
o Supervised the strategic planning, acquisition, remodeling,
and funding 'of 24 buildings ( 1,233, 300 square feet) since the
establishment of the Department in 1985 .
o Acquired at 'no cost to the County a major communications tower
and attendant communications vault valued in excess of
$210,000 .
CENTRAL SERVICE
o Developed a Countywide U.S. mail pre-sort program that has
saved customer departments over $150,000 a year.
o Implemented a package mailing program utilizing UPS, saving
over $7 , 000 a year.
o Eliminated the warehousing of computer and office supplies,
resulting in substantial savings to customer departments .
o Established two copy centers to provide fast service with high
quality prints at a cost 2 cents per copy less than outside
copy centers .