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HomeMy WebLinkAboutMINUTES - 12011998 - D2 ras f TO: BOARD OF SUPERVISORS c _ '�� CONTRA COTTA FROM: Phil Batchelor, County Administrator A`c-- COUNTY DATE: December 1, 1998 SUBJECT: County Administrator's Office Performance Report SPECIFIC REQUEST(S) OR RECOMMENDATION(S) +& BACKGROUND AND JUSTIFICATION RECOMMENDATIONfSI: ACCENT the annual performance report of the County Administrator's Office. BACKGROUND/REASON(S) FOR RECOMMENDATIONISI, Each year, the County Administrator's Office prepares a report for the Board of Supervisors which overviews the functions of its office, resources, past accomplishments and future challenges. This report follows the content and format guidelines for Board performance reports. CONTINUED ON ATTACHMENT: ,,,.,_YES SIGNATURE: � RECOMMENDATION OF COUNTY ADMINISTRATOR �R�CC)MMENll3AT1CtR1 OF BOARD COMMITTEE —APPROVE —OTHER SIGNATURE{S}: ACTION OF a6AR5 ON ecem e r 1. 1998 APPROVED AS RECOMMENDED,OTHER Joseph Partansky, 1406 Barbis 'flay, Concord, commented on the County Administrator ' s annual performance report , Following testimony and Board discussion, IT IS BY THE BOARD ORDERED that the report from the County Administrator on departmental performance is ACCEPTED; and REQUESTED that the County Administrator report to the Board at the appropriate time on issues including : Overtime levels of County employees , and a response to the article an County salaries which recently appeared in the Contra Costa Times newspaper . VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A XX UNANIMOUS(ASSENT I 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.335-1090 ATTESTER paf'a zn h e r 1 , 1 9 9 8 PHIL BATCHELOR,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR cc:GAO Le B I .DEPUTY D.2 12-1-98 OFFICE OF THE COUNTY ADMINISTRATOR �Y. Y ANNUAL PERFORMANCE REPORT December 1998 D.2 12-1-98 OFFICE OF THE COUNTY ADMINISTRATOR PERFORMANCE REPORT h .; TABLE OF CONTENTS Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Functions of County.Administrator's Office . . . . . . . . . . . . . . . . . . . . . . 2 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Customer Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 1998 Performance Indicators *Fiscal Integrity in Contra Costa County . . . . . . . . . . . . . . . . . . . . . 14 *Organizational Efficiency, Effectiveness &Excellence . . . . . . . . . . . 24 *Intergovernmental Cooperation &.Public Access to Government . . 35 Challenges & Future Directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 .Appendix: Organization Chart D,2 12-1-98 OVERVIEW Under Title 2 of the Centra Costa County Ordinance Code, the County Administrator is charged with the effective administration of County government and with ensuring implementation of actions taken by the Board. of Supervisors. Consistent with its legislative mandate, the Office of the County.Administrator's mission is to: ♦ Preserve the fiscal integrity of the County Increase organizational efficiency, effectiveness and excellence i Increase intergovernmental cooperation and public access to government In 1998, the duties of the County Administrator's Office were performed by nine divisions: 2 .Administrative Services 19 Clerk of the Board F CCTV/Public Outreach 2 Information Technology 2 Human Resources 19 Policy and Innovation Institute B Revenue Collections S Risk Management S Training Institute As the Administrative head of County government, the CAO is continually challenged to meet the ever-expanding range of citizen needs with limited resources and little local discretion. Pride in work well done, openness to change, and investment in the organizational infrastructure, including our employees, has been the hallmark of the past, and continues to be the guide for the future. D.2 12-1-98 Functions �►�f' the County Administrator's Office ♦ Board of Supervisors Support - To staff the Board and Board committees and to oversee the implementation of Board directives. ♦ Organizational Leadership & Oversight - To ensure that all County departments adhere to the high standards of organizational efficiency and excellence embodied in the County's mission statement, to oversee departmental operations and to stimulate positive change. ♦ County Budget - To prepare the County's Proposed, Recommended and. Final Budget each year, as well as to administer and account for expenditures and revenues following prescribed rules in accordance with the State Budget Act. Quarterly monitoring of the budget has been built into this function with reports to the Board. t Criminal Justice .Agency (Joint Powers Agency) - To provide justice system planning and coordination services to its constituent agencies (County and cities therein) and to make recommendations to federal and state agencies on distribution of anti-crime funds. # Special Districts - To plan, organize and coordinate Special District activities and provide liaison among the County, the Districts, other governmental agencies and the public. ♦ Capital.Resources .Management - To manage existing capital resources and develop new resources to maximize cost effectiveness and to minimize building occupancy costs, while meeting programmatic needs. ♦ Affirmative Action - To continue efforts to mare the County's workforce as a whole, and within each County department, representative of the County's diverse labor force and to implement an effective and efficient Outreach Program for construction, purchasing and professional/personal' services contracts. 2 D.2 12-1-98 1 intergovernmental Relations/Legislation - To work with County Departments, cities, school districts and other counties to foster interagency cooperation and concurrence in areas of mutual interest and to work with the County's legislative delegation to promote legislative action supportive of the County. ♦ Children and .Fami�y Services PoliglPrograms - To support positive outcomes for children and families through development of comprehensive, collaborative, integrated, outcome-based service delivery systems that engage the community, private agencies, public agencies and the families themselves in effective partnerships. IYbl* (Jt�ttreach ♦ Cable 7Regulations - To negotiate, enforce and revise the County's Cable TV Ordinances and respond to citizens' cable television complaints. ♦ CCTV - To produce and televise quality programming on issues of countywide interest. To maintain and update equipment for planned use of CCTV in the event of a local emergency. To act as a resource to departments for production, presentation and teleconference needs. f Public Outreach - To coordinate the activities and training of the County's Public Information Committee and Emergency Public Information team. To prepare and review press releases for County departments. To facilitate the ongoing development of a County exhibit' at the California State Fair and at the State Capitol. Clerk of the Board ♦ Board of Supervisors Support - To prepare and distribute weekly agenda materials and record minute orders of Board meetings.' + Assessment Appeals Support - To receive and process assessment appeal applications, prepare hearing notices and record minute orders of .appeals Board. meetings. 3 D.2 12-1-98 ♦ Operations - To provide timely processing of all automated systems supported by the County's central computer operation. ♦ Desktop Computing and .Network Services - To provide staff support related to office automated systems, including personal computer hardware and. software. To evaluate and recommend personal computer hardware and software for County employees. To provide Local Area Network (LAN) and. Wide Area Network (WAIT) installation, training and support. To evaluate and recommend hardware and software used in LAN and WAN environments. ♦ Systems and Programming - To provide system planning, design, implementation and ongoing maintenance in conformance with prudent and established system development life cycle methodologies. Security.Administration - To provide consulting and direction in the area of prudent risk assessment and security provisions for all Countywide automated systems, including local and wide area networks. Hu Mcsources + Labor Relations - To facilitate equitable and effective labor-management relations in the County by representing and balancing interests of its employees, managers and governing bodies. + .Personnel - To develop and administer programs and policies to ensure that the County recruits, selects and retains a highly skilled and diversified workforce that is properly classified and is fairly and equitably compensated. ♦ .Employee .Benefits - To formulate and implement policies for the administration of benefits programs and services that assist the County in maintaining a competitive compensation package and that contribute to the health and well-being of County employees and retirees. 4 D.z 12-1-98 Office of Rvwnue CoUccdQw + .Billing - To maximize the efficient realization of revenues through a centralized County billing service, which includes generation of parking citation billings on behalf of 31 public agencies in Contra Costa and Alameda Counties. + Collections- To provide centralized collection services for various County agencies in order to maximize revenue from outstanding debts, varying from hospital patient accounts to public defender fees to welfare grant overpayments owed the County- oficy and I ♦ .Best Practices a To identify and disseminate techniques and approaches that enhance administrative performance. ♦ System Intervention - To help departments shift from crisis response to anticipating, planning and coordinating elements of change. i Capacity .Building - To promote and protect innovation, to develop neve materials and methods to improve productivity, and to assist management in the fulfillment of its administrative roles and responsibilities. ♦ :expanding Collaboration - To develop partnerships among the County, public and private agencies. Risk M ana=mon ® Risk Administration - To develop and manage funding strategies to protect the County's fiscal solvency through insurance, self-insurance and actuarial analysis. 5 D.2 12-1-99 4 Liability - To provide quality, cost-effective liability claims service, to work with departments to reduce liability losses and to fundCounty exposures at the lowest possible cost and in the most fiscally responsible manner. f Workers' Compensation - To provide benefits to injured employees and information to departments, claimants and stakeholders. ♦ Safety - To advise departments on loss control methods and to provide thein with valid data base products. f Employee Development - To provide high quality training programs for the development of important workplace knowledge and spalls for employees of the County, cities and other public agencies. i Management and Organizational Consulting - To provide client organizations, divisions and work-teams with interventions that address job performance improvement,quality improvement,work-group conflict, leadership development, teamwork and facilitations that address important issues and solve pressing problems. 6 D.2 I2-t-98 E . ancial Resources The adopted 1998-99 budget for the County Administrator's Office totals $30.8 million, $21.8 million (71%) of which is revenue offset. By division, the budget is: ud=t Financing NCC Administrative Services $2,536,601 $ 932,634 $1,603,967 Clerk of the Board 4117049 122,405 288,644 CCTV/Public Outreach 582,102 581,901 201 Information Technology 10,397,093 10,397,093 -0- Human Resources 5,857,696 3,950,710 1,906,986 Policy- &., Innovation 289,435 35,000 254,435 Revenue Collections 1,966,346 1,966,346 -0- Risk Management 8,438,919 3,632,811 4,806,108 Training Institute 323,39-Q 221361 99,02 TOTAL $30,802,631 $21,843,261 $8,959,370 I!er&Qnnd Resmams The County Administrator's Office has a total budgeted staff of 228. By division, authorized staff is: 1998-99 Bdg=d Administrative Services 24 Clerk of the Board 8 CCTV/Public Outreach 5 Information Technology 83 Human Resources 44 Policy and Innovation Institute 3 Revenue Collections 28 Risk Management 30 Training Institute __a TOTAL 228 7 D.2 12-1-98 Aff irmative AaWn The total number of minorities in the County Administrator's Office is 54 (32.3%), exceeding their labor force representation (29.5%). All individual minority groups, except Hispanic, are above their labor force goal. The race/ethnic and gender percentages are: female 63.5% (goal 45.4%); African Americans 12% (goal 7.6%); Hispanics 7.2% (goal 10.5%); AsiarvTacific Islanders 21.2% (goal 8.9%); and American Indian/Alaskan Natives 1.2% (goal .6%). Female American Indian As Ian/Pacific Islanders ■Labor Farce Hispanic N CAO African American 0% 6% 10% 15°/a 20% 26% 30% 36% 40% 4 % 50'% 65'% 60% 65% The CAO Divisions monitor sick,leave carefully. In 1998 average usage in each of the divisions was: Avera e Usage Administrative Services' 46.8% Cleric of the Board 32.7% Human Resources 53.2% Information Technology 46.5% Policy and Innovation Institute 28.1% Revenue Collection 99.1% Risk, Management 48.4% Training Institute 48.7% 'includes CCTV/Public Outreach 8 D1 12-1-98 Staff Dm m= The County Administrator's Office takes a leadership role in ensuring not only the professional development of its own staff, but also that of the entire County work force. CA Staff within the County Administrator's Office are encouraged to attend workshops and training sessions and to participate in professional organizations in order to support their professional development. In some cases, special in house training is provided. for example, defense attorneys and physicians on specific risk management issues. It is also the policy of the County Administrator's Office that every employee receives an annual, written performance evaluation. In addition, throughout the year, it is expected that all supervisors acknowledge excellent performance and provide guidance and support to help each employee achieve his/her potential. Countv Workforce - As a service to all County employees and departments, the County Administrator's Office provides a variety of training programs and workshops through the Training Institute, Policy and Innovation Institute, Budget Office and contracted vendors. The"Training Institute provides training in areas of core competency for County employees, with classes in such areas as interpersonal communication skills, customer service, cultural diversity and preventing sexual harassment. On a broader perspective, the newly established Policy and Innovation Institute has initiated dialogue with County management to explore the fundamental issues of roles, expectations, career development and productivity within: County Departments. The Policy and Innovation Institute is developing a curriculum. entitled The ,Lead'er'ship Academy. The intent of the Leadership Academy is to facilitate the transition from technical to managerial proficiency for newly promoted staff. As currently drafted, management training would' focus on ten key areas that correspond with training sessions. In addition to monthly programs, the Institute will work with individual departments to adapt 9 D.2 12-1-98 materials into departmental training programs. The purpose of this effort is two-fold. first, the County Administrator's office seeks to establish threshold standards of performance; and secondly, the County Administrator's office seeks to support the needs of administration, countywide. Other available training is specific to certain subjects. For example, each year the Budget Office provides training to departmental fiscal staff on the use of the County's budget and salary forecasting systems. Similarly, training on computers is now available through a contract vendor (which is less expensive than the former in-house training). The County Administrator's Office promotes the use of automation and technology in all County departments. Information Technology evaluates neve software and hardware as well as systems and system applications. Workshops and forums are held periodically to educate County employees on new trends in technology. In addition, through the Productivity Investment Fund, the County Administrator's Office provides financial support to departments to automate their operations and increase their operating efficiency. In its own operations, the County Administrator's Office utilizes automation to increase efficiency and improve its services. Examples of the use of automation include; ✓ Online budget system which gives departments direct input into the system and greatly enhances budget oversight capacity. ✓ Project management system in Information Technology to increase cost predictability, resource management and project scheduling. J Internet access to new laws and regulations in Affirmative Action as well as other public agency programs and contract opportunities. ./ Use of Internet E-mail to set meetings, distribute agendas and conduct business with cities and other counties. 10 D.2 12-1-98 ✓ Automated telephone dialer systems in Revenue,Collections which increases the number of debtor contacts per collector by eliminating collector time in dialing, dialing errors, connect time, ring time, busy signals, no answers, disconnects and answering machines. New liability and workers' compensation data and risk management information system that provides claims adjusters with an effective diary system for monitoring claims, a notepad section for entering and retrieving information without the file and various reports to help the adjusters manage their caseloads. The system also provides information to assist the loss control division to identify loss trends on both a countywide and departmental basis. � I '' D.2 12-1-48 CY TICTOMER SERVICES The County Administrator's Office serves four broad categories of clients; the Board of Supervisors; the citizens and businesses of Contra Costa; the Cities and Special Districts of Contra Costa, and the County government organization. I�' r Examples of services: 19 All, + staffing Board meetings + staffing Board committees ♦ legislative advocacy to support the Board's positions * coordination and follow-up of Board directives ♦ oversight of implementation of Board directives CLUz sand Bu Examples of services. ♦ production of Contra Costa Television (CCTV) t coordination of code enforcement # leadership on service initiatives (Service Integration and SafeFutures) ♦ production of the Children's Deport Card 4 committee participation and staffing, including the Ad Hoc Budget Committee and Children and Families' Policy Forum ♦ responses to individual concerns and questions ♦ soliciting minority and women business enterprise proposals/bids on construction, purchasing and professional/personal services contracts on. County projects ♦ advising and counseling citizens regarding County employment opportunities ♦ oversight of County services to ensure equal access and service excellence' 12 D.2 12-1-98 Cities --ecial Districts Examples of services: 111 + revenue collection + staff development/training + cooperative purchasing + liaison with City/County Relations Committee and Public Managers Association + budget staff to Special Districts + personnel support/consultation to Special Districts + staff support on inter-District issues Q 17 "Qn Examples of services: + budget development and oversight + information technology development and support + oversight and review of departments ♦ capital resources management + maximizing General Fund resources + resolving interdepartmental issues + managing human resources, including equal employment opportunities + negotiating labor contracts + managing risk liability + timely safety and loss control consultations + monitoring compliance with federal, state and local civil rights laws and regulations, including the Americans with Disabilities Act + staff development and training + inspiring an organization dedicated to efficiency, effectiveness and excellence 13 D.2 12-1.98 1998 Performance Indicators FISCAL INTEGRITY OF CONTRA COSTA COUNTY � Credit Rating Revenue Maximization * County Budget �- Capital :Resource Management * Rzsk Management D.2 12-1-98 Credit Rating The County's credit rating impacts our cost of funds. It is a:direct reflection of the investment community's perception of the fiscal management ability of the County. County staff maintains an open working relationship with rating agency staff„ brokers, bankers, financial consultants and legal advisors in order to stay current with developments in the investment community and keep them informed of developments within the County. 1998 accomplishments include: ✓ Reconfirmation of long term debt ratings of A 1 (Moody's) and A+ -(Standard and Poors), the highest ratings of any California county. Confirmation of an underlying general obligation rating of Aa by Moody's Investors Service. ✓ Short term ratings of MIG I(Moody's) and SP I+ (Standard and Poors), the highest possible short term ratings. ✓ Refinanced lease revenue debt in April 1998, saving the County approximately $860,000 in debt service costs over the life of the bonds. ✓ Sold tax and revenue anticipation notes at the most favorable rate in the state for the past four years. The high demand for our notes and low interest rate are evidence of the excellent reputation of the County within the investment community. Revenue Maximization The 1992-93 state seizure of local property taxes substantially reduced the County's most stable form of revenue and its largest source of general fund revenue. General funds are essential not only to finance Mate and federal' mandated programs, but also to fund programs and services that reflect local priorities and concerns, such as increased early intervention and prevention services to children and families. In addition, to ensure an efficient, effective organization, the County needs to invest in its employees, in technology and 15 D.2 12-1-98 in its infrastructure. Efforts to maximize revenue fall into gree categories: 1') cost avoidance and revenue protection; 2) grants and collaborative financing; and 3) legislative and regulatory advocacy. Cost Avoidance and Rermue- Pratraian The County .Administrator's Office seeks to ensure that the County receives its fair share of sales tax and property tax, that the County minimizes its bad debt losses and that internal operating costs are as low as possible. 1998 accomplishments include: ✓ Recovered $802,994 in sales tax revenues incorrectly attributed to cities by the State Franchise Tax Board.. ✓ Continued efforts at notifying and educating major industries and: contractors in the unincorporated areas on reporting taxable sales on a situs basis on major plant upgrades and facility expansions. ✓ Successfully negotiated a cost neutral plan of revenue and costs for the incorporation of Oakley. ✓ Returned $2.76 million in workers' compensation dividends to County departments in recognition of favorable loss experience. ✓ Collected. $8.3 million in gross revenues in FY97-98, including $1.9 million collected on behalf of parking agencies, through the Office of Revenue Collection. ✓ Refinanced previous bond issue for lease/purchase of office buildings at a more favorable interest rate, saving approximately $860,000 over term of bonds. ✓ Received and processed 1,977 assessment appeal applications during the 1998 filing period. ✓ Collected $225,000 in additional cable franchise fees identified in a franchise audit. 16 D.2 12-t-98 G=ts and QUg&— ut ye Eizr dag In 1998, County revenues were over $5 million greater due to CAO efforts to secure grants. The County .Administrator's Office prepared, facilitated or developed collaboratively the following grant awards: ✓ Initiated GRIP (Grant Revenue Improvement Program) to fund grant development within the departments and'which to date has resulted in 2 grant awards totaling $887,170. ✓ Secured $203,000 of funding from the Zellerbach Family Fund to support expanded community wide employment services at the North Richmond and Bay Point Family Service Centers. Secured $101,000 of funding from the Zellerbach Family Fund to support the implementation of a community-based employment services system in Bay Point coordinated through the Bay Point Family Service Center. .r Secured $126,504 of funding from the Zellerbach Family Fund, the James C. Penney Foundation and the East 'Bay Community Foundation to support the implementation of a comrnunity-based employment services system in North Richmondand "Old Town" San Pablo coordinated through the North Richmond Family Service Center. ✓ Obtained $15,000 in Community Development Black Grant Program funds to support expanded substance abuse services through the Bay Point and North Richmond/"Old'Town" San Pablo Family Service Centers in a partnership with the Community Substance Abuse Services Division of the Health Services Department. ✓ Partnered with. Rubicon Programs, Inc., to obtain a $664,0001 Governor's Welfare-to-Work grant to provide enhanced' employment services to TANF recipients in North Richmond andl "Old Town" San Pablo over an 18 month period. Rubicon Programs, Inc.,will be administering the grant in collaboration with 17 D.2 12-1-99 North Richmond Employment Collaborative/Service Integration. ✓ Secured $20,000 from Kaiser Permanente and the Mt. Diablo/John Muir Health Systems to support production of the 1998 Children's Report Card. ✓ Secured a $23,500 grant Bram the Dean and Margaret Lesher Foundation to support the Honor Roll Awards, honoring community-based, collaborative early intervention and prevention programs for children and families. ,l Secured a $20,000 grant from the Cowell Foundation for the production of 15 community education videos and one severs minute presentation on the Honor Roll Awards. ✓ Secured a total of $15,000 for CCTV staff production casts through West Contra Costa unified School District for 10 parenting programs and Centra Costa Newspapers for 22 Election Forums (volunteer election assistance provided by the League of Women Voters). ✓ Secured a $3 million grant from the federal Department of;Energy to finance county costs associated with the Spent Nuclear Fuel Rods program, over a 12 year period. Lc,d&tive and c tm Adr s, "Through its legislative and regulatory actions, the state has enormous impact on County financing. Consequently, state advocacy is important to protect local revenues, to reduce the County's cost of operations and to increase revenues available for important programs. 1998 accomplishments include: ✓ Prepared and submitted an appeal to the State Department of Finance that reduced the County's maintenance of effort obligation for trial courts by $1,161,757. ✓ Supported efforts which resulted in legislation (AB 2796) which' appropriated $100 million for juvenile detentionfacilities. 18 DI #2-f-98 ✓ Supported efforts which resulted in legislation (SB 2055) which rolled back the increase in CYA fees to January 1, 1997 levels. ✓ Supported efforts to increase funding for the Public Library .Fund by $20 million, which will provide this County with an additional $485,000 in revenues. Supported legislation which resulted in an additional $20 million for adult protective services programs, resulting in the County receiving an additional $487,000 in revenues. Countv Budget The challenge of presenting and maintaining a balanced budget is driven by both external and internal factors. Federal and state action, particularly in the areas of employment/welfare and health care, have resulted in major shifts in County programs,with accompanying financial risk. For the coming fiscal year, the Legislative Analyst reports that the state faces a multi-billion dollar deficit, which will undoubtedly have repercussions on County finances. Internally, the County must deal with significant deferred maintenance of its infrastructure, the need to finance technology upgrades and salary and benefits for employees and the fiscal impact of retirements under the Ventura decision. 1998 accomplishments include; ✓ .Presented the Proposed, Recommended and Final 1998-99 budgets to the Board. of Supervisors, which balanced appropriations with revenues, responded to Board policy priorities and met statutory deadlines. ✓ Produced the Children and Family Services Budget, which divides County programs into functional areas to more clearly identify the range of support services for children and families. The County's Children's Budget was cited as one of the "most advanced" in the nation, according to The Finance Project in Washington, D. C. ✓ Periodically monitored the County Budget, identifying issues and 19 D.2 12-1-48 concerns in quarterly reports to the Board of Supervisors. J Balanced the Fire District's operating budget with implementation of Management Audit recommendations, including administrative downsizing, internal procedure revisions and integration of District and American Medical Response paramedic services. Reconfigured the Social Service Department's Recommended Budget into the functional areas of Children and Family Services, Adult and Senior Services and Employment Services, to more accurately reflect the department's programmatic divisions. J Conducted a budget workshop for the Board of Supervisors on the budget process, schedules and major issues. J Organized workshops for the Board of Supervisors on fiscal, policy and programmatic issues with the Library and the Fire Districts. Capital Resources .Management To minimize building occupancy costs and to meet programmatic needs, the County manages existing capital resources and develops new ones to maximize cost effectiveness. Management of capital resources falls into three categories: meeting deferred maintenance and new program needs, consolidation of operations, and long-term planning. As buildings age, structural and HVAC systems deteriorate. This factor coupled with the changing space needs of County programs results in the need to renovate some buildings and: to acquire others. 1998 accomplishments include: J Completed remodeling and addition of 1800 square feet at the Central Dispatch Center, including replacement and upgrading of the dispatch system with a digital system. 20 X1.2 12-1-98 ✓ Initiated plans for the remodeling of the Sheriffs Technical Services Office adjacent to the Central Dispatch Center.' ✓ Opened the new Contra Costa Regional MedicalCenter in January 1998. ✓ Initiated plans for the construction of a new clinical and public health lab at the Contra Costa Regional Medical Center. ✓ Negotiated a 20-year lease for the conversion and use of the Los Medanos Hospital Center as a regional health enter. ,! Reviewed the feasibility of some 40 building situ in the Richmond area as an alternative to the Social Service Department's use of the Weber Building. ✓ Developed plans for the abatement and demolition of the Pittsburg Veteran's Building. ✓ Implemented plans for the addition of 26 beds at the Orin Allen Boy's Ranch in Byron and developed plans for the addition of 30 new beds at Lien's Gate and Tamalpais. ✓ Developed plans for improving courthouse security at all court facilities throughout the County. '� salr , ;ra Q,f!jwr tions In some cases, operations of a department that are currently scattered among various locations benefit from consolidation. In others, service delivery can be improved by co-locating services of multiple departments. 1998 accomplishments include. ✓ Developed plans for the construction of a five-court Family Law Center in downtown Martinez which will consolidate all family law related programs in one facility. ✓ Completed remodeling of 840 Ferry St., Martinez to consolidate' Public Defender's offices, currently in various locations in Martinez 21 D.2 I2-1-4$ and Concord. ✓ Implemented plans for the relocation of the District..Attorney from leased space in Concord to 10 Douglas Drive and I I11 Ward Street in Martinez. ✓ Implemented plans for the construction of the North Richmond Center for Health. ✓ Initiated plans to relocate the North Richmond Service Integration Team to the new North Richmond Center for Health site. Lonetmn Eacilit, a P-Im in Long-term facilities planing is critical to ensuring that the County meets priority infrastructure needs'and minimizes its capital financing costs. 1998 accomplishments include: Completed a comprehensive master plan study for the capital needs of the courts for the next twenty years. ✓ Initiated a comprehensive master plan for the addition of parking and the upgrade of other health facilities at the Contra Costa Regional Medical Center. ✓ Initiated a comprehensive building evaluation study for 651 Dine Street and space planning studies for various administrative offices located in downtown Martinez. ✓ Negotiated a 10-year lease with option to purchase the Summit Centre building on Highway 4. ✓ Initiated a study of the long-term programmatic space needs of the Animal Shelter in Martinez. ✓ Conducted a survey of County employee child care needs. ✓ Worked closely with City of ,Martinez officials to develop a comprehensive plan for parking in downtown Martinez. 22 D.2 12-1-98 Risk Management The County minimizes its financial liabilities through prevention programs and careful oversight and management of claims. 1998 accomplishments include: Implemented a new management information system to help identify areas to reduce the County's exposure tolosses of property -and injuries to its employees and members of the public. ✓ Received an "outstanding" performance rating by an independent auditor of the liability claims management function. Improved the earthquake insurance protection from $100 million to $325 million at no increase in cost. Reduced the County's general liability insurance deductible from $1.5 million to $1 million. ✓ Purchased medical malpractice insurance with$500,000 deductible. This program was previously self-insured. ✓ Referred suspected fraudulent workers' compensation claims to the District.Attorney. ✓ Completed repair work on the Sea Breeze land movement. The work withstood record rains this past year and the County continues its efforts to recover its costs for the repair work. 23 D.2 12-1-98 1998 Perfonnance Indicators ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS AND EXCELLENCE � Organizational Initiatives �- Critical Issue Management * Staff Development *Affirmative Action � Technology DI 12-1A8 Organizational Initiatives Contra Costa County continually strives to improve its organization to better serve the policy objectives of the Board of Supervisors and to improve its service delivery capacity. In 1998, initiatives included Board of Supervisors support, court reorganization and service delivery initiatives. ,B#Ard Support The County Administrator's Office is the primary support department to the County's governing body, the Board of Supervisors. 1998 accomplishments include. J Prepared 407 complete and timely Board agenda packets for Board members, staff and the press. ✓ Prepared summaries of all Board actions within 7days of the Board meeting, to ensure clear, timely communication.. • Provided staff support, to the Internal Operations Committee, Finance Committee, and Family and Human Services Committee. W1I ====.,_.niton The Locker-Isenberg Trial Court Funding Act of 1997 fundamentally changed the relationship between the County and the Courts'. 1998 accomplishments include: ✓ Continued to work with the Superior Court of Contra Costa County (formerly the Coordinated Trial Courts of Contra Costa County) to analyze and implement the Locker-Isenberg Trial Court Funding Act of 1997 which consolidated all court finding at the State level and capped counties' financial obligation to the courts at the FY 1994-95 level. Implementation of the law has required the establishment of a non-County local court fund, involving the reassignment of staff, budget appropriations, furniture and other fixed assets from the County to the courts. 'Trial count funding is currently with flux, with more changes in lav and regulation expected. This uncertainty makes the ongoing working relationship between. the County and Courts even more crucial. 25 D.2 12-1-98 Provided support to the Superior Court of Contra Costa County in identifying and resolving personnel issues arising from court consolidation, involving classification studies, creation of new classes and reassignment of current staff to new;classes. ✓ Negotiated a memorandum of understanding with the courts which provides for the continued operation of court programs in the event of budget shortfalls and increases civil assessment penalties, thus generating new income. Initiatives The County .Administrator's Office has taken a lead in developingu new service delivery models which go beyond individual departments. 1998 accomplishments include: Administered the second year federal grant for SafePutures, which provides employment oriented aftercare case management services for youth leaving our institutions; after school programs at three elementary schools; gang prevention and interv=ention efforts; an intensive day treatment program for seriously, severely disturbed offenders at Juvenile Hall; and a mentoring program for girls. Administered the multi disciplinary service integration centers in Bay Point and North Richmond, which expanded their service capacity with the establishment of the :North Richmond Employment Collaborative and Bay Point Works (providing community wide employment support services). Critical. Issue Management Both in its support role to the Board of Supervisors and as administrative head of the County organization, the County Administrator's Office works to facilitate resolution of issues of importance to the Board, to the public and to the functioning of the organization. In 1998, critical issues revolved around' human resources, technology and departmental operations. Human Rem The impact of changing program requirements on staffing' 26 D.2 12-1-98 needs, new employee retirement benefit options, negotiation of memoranda of understanding with employee organizations and the need to fill top management positions were critical areas in 1998. Accomplishments include. Conducted a County-wide Information Technology Study and implemented a classification and compensation structure that enhances the County's ability to recruit and retain skilled information technology professionals. ✓ Assisted in the implementation of the 'Fier III Retirement Plan pursuant to the County's agreement with the Labor Coalition and -pursuant passage of AB 180. ✓ Negotiated and addressed critical personnel issues, such as the transition of eligibility workers into benefit specialists. ✓ Initiated an open continuous examination procedure to provide County departments with an ongoing supply of candidates to fill clerical positions. ✓ Commenced negotiations with Deputy Sheriffs' Association Rank and File and Management 'Units, IAFF Focal 1230, Physicians' and Dentists' Organization of Centra Costa and the District Attorney Investigators' Association. ✓ Conducted executive recruitment and selection processes to fill the critical positions of Contra Costa County Fire Protection District Fire Chief, Community Development Director, Community Services Director and Capital Facilities and Debt Management Manager. � not= The year 2000 challenge, security of our computer systems and countywide standards for doing business on computers were critical issues in 1998. Accomplishments included: Degan implementation of countywide information technology security program through the Information Security Advisory 27 D.2 12-1-98 Committee, which includes representation from each County department. ✓ implemented a comprehensive countywide Year 2000 business remediation/recovery program to positively position the County's business functions to deal with potential Year 2000 date problems in computer systems, business systems, and imbedded microchip technology. Developed a countywide standard for office electronic mail, and. -reached agreement with a majority of county departments to employ this standard, which will be rolled out in 1999. tional Lum - In its oversight role, the County Administrator's Office regularly works with departments to ensure that operations are as efficient and effective as possible. 1998 accomplishments include. ✓ Convened an ad-hoc committee to examine the current policy and program interrelationships between the PrivateIndustry Council and Social Service - Employment to identify ways to increase operational efficiency, improve policy congruence and better serve worldorce development needs. ✓ Led multi-departmental audit teams that examined management and organizational issues within the General Services Department and the Contra Costa County Fire Protection District. ✓ Worked with department heads to resolve management issues and improve the administration of their departments'. Staff Development The County's greatest resource is its employees. The County Administrator's Office supports professional staff development as well as employee understanding of issues facing the County and individuals' rotes and responsibilities. 1998 accomplishments include: 28 D.2 12-1-98 ✓ Initiated a new approach to staff training that increases interaction, feedback and new administrative directions. Approximately 200 managers from all County departments attended a day long workshop. Similarly, all day training sessions were conducted for department heads and CAO staff. Conducted scheduled training programs for 1525 employees from. all County departments to increase their work skills and abilities through the Training Institute. ' Executed a year-long comprehensive training program for approximately 30 Service Integration Program employees on a range of issues involving the delivery of multi-disciplinary team activities. Held monthly meetings for department heads to facilitate cooperation and understanding among departments and to discuss multi-departmental issues. ✓ Conducted 10 training sessions for 103 staff in various County Departments on the County's budget and salary forecasting systems. J Conducted three Health Fairs, one for County Retirees and two for active County employees through the County Employee Wellness Program to provide County employees and retirees with a variety of health and wellness information. Updated and revised the Award of:Excellence Program recognizing 16 County employees for their exceptional performance in the areas of leadership, customer service, creativity and innovation, inspiration, commitment and supervisorial/management achievement. ✓ Implemented a career development program in Duman Resources to assist staff in shills development and preparation for upward mobility through a competitive process, approved casework and 29 ............. ...... ...... D.2 12-1-98 accreditation programs. Affirmative Action The County's Affirmative Action Program supports equal employment opportunities for all applicants and employees. The County Administrator's Office continues its efforts to make the County's work force in every department and the entire County representative of the diverse County labor force. 1998 accomplishments include: ✓ Exceeded labor force representation of the County's employees among females, African Americans, Asian/Pacific Islanders and American Indian/Alaskan Natives (December 1997 statistics). Hired all minorities (African-American, Hispanics, Asian/Pacific Islanders, American Indians/Alaskan Natives) and Females at or above their labor force representation (December 1997 statistics). ✓ Promoted females, African-Americans and Hispanics above their labor force representation (December 1997 statistics). ✓ Provided persons with disabilities with accessibility to seven new facilities that were on the priority "A" list of facilities for retrofitting. ✓ Continued to provide quarterly training for Department Administrative/Personnel Services Officers on. the procedures employees should follow when requesting reasonable accommodations. V' Continued to assist departmental staff in identifying essential functions for each job classification in the County, particularly when departments request examinations. V Conducted periodic meetings with Department Affirmative Action Coordinators. 30 D,2 12-1-98 ✓ Provided staff support to the Advisory Council on Equal Employment Opportunity. ✓ Collaborated with County Counsel to create a new MBE/WBE Outreach Program resulting from the passage of Proposition 209. ✓ Reviewed and processed the Minority Business Enterprise, Women Business Enterprise and Disadvantaged Business Enterprise requirements for 23 construction projects and 8 Disadvantaged Business Enterprise projects. ✓ Continued to implement and monitor the percentage of ADA compliance for buildings on the Priority A list (buildings with the largest number of public contacts and staff occupancy). Technology The County is continually searching for new ways to use technology to increase organizational efficiency and effectiveness. 1998 accomplishments include. ✓ Provided information technology services, ranging from simple business and technical advice to contract negotiations, system integration planning, design, implementation, and maintenance, wiring and electronic standards development, developing and maintaining system applications, project management and disaster recovery services. Major projects during the past 12 months included. Superior/Municipal Court. Consolidation Project. 4-Year 2000 Date Challenge Project --County Wide Area Network Infrastructure Support and Growth Management Project 4Countywide Network Computer Roll-Out Project 4PeopleSoft HRMS/Payroll Project -0-Land Information Systems Replacement System. Project 4Countywide Security Administration Project County Internet Home Page Project 31 D1 12-1-R8 -0,-Information Technology Intranet Home Page Pilot Project -0-Statewide Automated Welfare System +Installed the Alameda County Automated Child Support System Case Management System/Child Welfare System -0-Library Automation Project +Increased the County's central processing power by 300% at no additional cost to the County 4Citrix WinFrame expansion project to cover multiple Counter departments 4-Central Data Center Pile Server Re-Location Traject rCentral .Data Center Wiring Retrofit Project 4�Continuation of OC3 Fiber Optic Hub System. 4-Roll out of Central Martinez Fiber Optic Network -0-Infrastructure Design Project �Irnplementation of new Animal Services client-server-based application Technology infrastructure design consulting for neve Public Defender's facility, Summit Center and 50 Douglas Drive ✓ Implemented the new integrated Human Resources/Payroll system, including streamlining of business processes and development of training and user support systems, ✓ Installed software to allow electronic transmission of various reports to the state Office of Emergency Services and, currently, exploring the feasibility of adding cities to the system. ✓ Continued work to install a network between Information Technology, Emergency Medical Services, Hazardous Materials Division of the Health Services Department, Emergency Services and the state Office of Emergency Services which will allow access, to a common data base, ✓ Increased the County's Wide.Area Network capacity to allow for an estimated 840 percent increase in traffic through the County's' central data backbone. 32 D.2 I2-1-98 J Implemented a pilot intranet system in the Department of Information Technology, and demonstrated this system to County department heads as a low-cost prototype for all County departments to employ as a means of decreasing paper use and costs. ✓ Maintained the high level of technological support services for County departments as evidenced by the 4.5 out of 5.0 rating on Information Technology's annual customer satisfaction survey. J expanded availability of voice activated computers in Superior Courts, Health Services and Social Service as a means of controlling carpal tunnel syndrome disabilities among at-risk County employees. ` ✓ Instituted Master Card and Visa payment capability for accounts in Revenue Collections, both for phone and counter payments. 33 1998 Performance Indicators Htl INTERGOVERNMENTAL COOPERATION AND PUBLIC ACCESS TO GOVERNMENT * Public Outreach � Citizen & Private Sector Involvement � Public Agency Collaboration D.2 v 12-t-48 Public Outreach Citizen understanding of County government is dependent upon citizen accessibility to government process, procedures and information. Venues for public outreach include CCTV as well as participation in various events and preparation and distribution of written material. CC Over the past eight years, CCTV has matured into an important medium for communicating with the citizens and businesses of Contra Costa. 1998 accomplishments include: ,/ Aired over 8,000 hours of programs on CCTV, including Board meetings, Contra Costa Council speakers and. programs. ✓ Aired weekly Board meetings on nine cable systems on CCTV. d Initiated live audio broadcasting of the Board of Supervisors' meetings on CCTV. ✓ .Aired election forums and LIVE election results for June and November elections. ✓ Developed a services program, "At Your Service," which highlights County programs and services and includes a history piece about Contra Costa County. • Became only listing of an access channel on the daily TV grid of the Contra Costa Times. • Received nine awards for cable programming including: a Telly Award, a Hometown Video Festival award, a National Association of Telecommunications Officers and Advisors award, three Western Access Video .Excellence Awards and three Bay Area Cable Excellence Awards. 35 D.2 12-1-98 &-ots 'and Documents The County uses multiple media to reach its citizens, including: ✓ Produced the 1998 Children's Report Card, which reported on 24 data indicators of children and family well being. ✓ Conducted the Honor Roll Awards program, highlighting 15 community-based collaboratives that support children and families. ✓ Coordinated the design and construction of the County's Exhibit at the California Mate Fair, which won a Cold Award and the John Fremont Award. ✓ Increased public access to the Board of Supervisors weekly agenda by publishing it on the County's Web page on the Internet. ✓ Produced the County's Recommended Budget which includes a succinct description of each department, the staffing levels, gross expenditures, financing, net county cost and the Board of Supervisors level of discretion over the program. ✓' Produced and widely distributed three issues of SII' Insights, the Service Integration Program newsletter. At the request of community residents, produced and distributed. over 700 copies of the first North Richmond Community Resource Directory, which provides phone numbers and address for over 70 public agencies and community-based organizations providing services to the community of North Richmond. Citizen. and Private Sector Involvement The County continues to expand the forums available to citizens and private industry to learn .more about County government and to partner with the County in providing services and support to our citizens. Opportunities for involvement include committees and conferences as well as community based 36 X3.2 12-1-98 centers and volunteer services. crmttes and Caferences Throughout the year, citizens and businesses can become involved through participation in various County sponsored activities. In other arenas, the County participates in private sector activities that support objectives of mutual concern. In 1998, CAO accomplishments included: ✓ Served on the Board. of Directors of the Contra Costa Council. Served on the Board of Directors of the Economic Partnership and as Vice President. ✓ Provided staff support to the Internal Operations Committee, Family and Human Services Committee and Finance Committee in support of the Board's effort to examine critical issues and to provide an open forum for the public to debate these issues. ✓ Conducted the Ad Hoc Budget Committee meetings to examine budget issues and alternatives. ✓' Staffed the Children and Families Policy Forum to increase interagency collaboration and public involvement in children and family services. �+ Coordinated the "Kids are everybody's business" conference, attended by over 400 community, city and public agency representatives. Many of the County's social challenges are beyond the ability of government alone to salve. Community based strategies that engage community members are critical. 1998' accomplishments include: ✓ Implemented a .graduate internship program for the County which' recruited volunteers from the University of California at Berkeley and the California State University at Hayward. 37 D.2 12-1-98 ✓ Worl-ed to provide leadership for the Volunteer Program Administration Committee and participated in the development of media presentations and written materials advertising volunteer opportunities within the County. ✓ Established the first community-run Career Center in Contra Costa County at the,Ambrose Recreational Facility at 3105 Willow Pass Road in Bay Point. Approximately 200 people attended the grand opening of the Career Center. During the first;five months since opening, the Career Center received approximately 1,500 visits, with an average of .250 visitors per month (featured in the May 6, 1998, issue of the Contra Costa Times). ✓ In partnership with the North Richmond .Missionary Baptist Church, established the North Richmond Community Career Resource Center to provide a wide range of employment and community resources to North Richmond and "Old Town" San Pablo residents (featured in the October 21, 1998, issue of the Contra Costa Times). ✓ Engaged approximately 25 North Richmond and San Pablo families on an on-going basis in the North Richmond Family Service Center Community Garden . ✓ Hired and provided training to an estimated 30 Bay Point and North Richmond residents involved in the Bay Point Works and North Richmond. Employment Collaboratives. ✓ Established. the Bay Point Works Working Parents Network-, which provides a forum for peer support and resource exchange among' family members living in the Bay Point community. Public Agency Collaboration The County Administrator's Office has made a concerted effort to work with other public agencies to leverage our mutual resources. In some cases, 38 D.2 12-1-98 collaboration centered around a specific project, in others;partnerships were part of a joint powers agreement or through a standing committee. In addition, the CAO provides services to other public agencies. WU The CAO works with cities and other public agencies on a variety of projects. 1998 accomplishments include: V Continued to work,with the City of Pittsburg on the addition of a new fire station in the City to be constructed and operated with District and City funds (Development pee and. Redevelopment revenues). J Supported efforts of the Board member to work with the City of Pittsburg to develop plans for the abatement and demolition of the abandoned Pittsburg Veteran's building, to be funded with County and City funds (Plant Acquisition and City funds). ✓ Worlced with the Board. Member to form a City/County task force the City of Pittsburg on the redevelopment of the School Street property following the relocation of the Health Services clinic operations to Los Medanos Hospital. ✓ Worked closely with the City of Martinez to salve flooding and parking problems in downtown Martinez. Co-sponsoring a County/City of Martinez newsletter to keep residents, business owners and employees abreast of facilities and; construction projects in downtown Martinez. ✓ Served on the Commission on Peace Officer Standards and Training (POST) Committee that developed a guideline document' for driving simulator training system. In many arenas, the interests of individual agencies are best served through cooperative administration, legislative advocacy or planning. 1998 accomplishments include: 39 D.2 12-1-98 ✓ Worked with the Superintendent of Schools to jointly establish the new Local Child Care and Development Planning Council mandated by the state under welfare reform and which is charged with identifying child care needs and priorities, countywide. J Initiated the Transportation Alliance, a partnership with Social Service, Community Development, the Metropolitan Transportation Commission, transit operators, community based organizations and others, which successfully competed for $784,000 to improve transportation for welfare-to-work participants and their children and which is currently developing a Welfare-to-Work Transportation Action Plan. Chaired. the Contra Costa County.Abandoned Vehicle Abatement Service Authority,which allocated $758,329 in during FY 97-98 to 18 cities and the unincorporated area for the removal of abandoned. vehicles. During this time, authority :members abated or caused removal of 5,229 vehicles on private property and 1,877 vehicles on public property. ✓ Chaired the statewide Abandoned Vehicle Service Authority Legislative Overview Committee with committee members of the counties of Sacramento, Orange, Riverside, Napa., El Dorado, Lake and the California Highway Patrol. The Committee meets quarterly to address operation of abandoned vehicle service authorities throughout the state. The Committee is currently' discussing possible amendments to state law on cost recovery for abandoned vehicles. ✓ Successfully sponsored legislation (AB 972) which will make it possible to reduce the requirement for the retention of paper records by allowing them to be retained on computer disk.. ✓ Served on the Administrative Committee that governs administration of the multi-agency driver training simulator system through a joint powers agreement of the Contra. Costa County Police Chiefs Association, Contra Costa. County, the Contra Costa 40 U.2 12-1-98 Community College district and Contra Costa Municipal Risk Management Authority. The simulators enhance accident avoidance skills of police officers and drivers of fire protection, city and county vehicles and reduce potentially costly driving exposures. ✓ Established the Service Integration Executive Oversight Committee, comprised of the Directors of the Departments of Health Services, Probation and Social Services, the County Administrator and the Senior Deputy County Administrator for Health and Welfare Programs, to provide inter-departmental policy direction to the multi-disciplinary Service .Integration Program. Sirnim to Other c The CACI` provides support services to a variety of public agencies, including, ✓ Conducted 22 training programs through the 'Training Institute with more than 600 participants {50% more participants than 1 997} from 13 cities, special districts and othercounties. ✓ Processed parking citations for 31 public agencies in Contra Costa and Alameda counties. 41 D.2 12-1«99 CHALLENGES AND FUTURE DIRECTIONS County government is operating in an environment of almost continuous challenge. Some challenges are driven by external factors: the economy or new federal and state policy direction. Some challenges are internal, driven by needs such as increased collaboration to better serve clients or increased use of technology for efficiency. Some challenges result from competition among County constituencies vying for limited resources. In the midst of these challenges, the County Administrator's Office adheres to the fundamental principles that ,govern public administration: 0 Preserving the fiscal integrity of Contra Costa. County-, ♦ Increasing organizational efficiency, effectiveness and excellence- and ♦ Increasing intergovernmental cooperation and public access to governmment. Fiscal Integrity Prudent fiscal management requires not only preparation of a timely, balanced budget each year and careful monitoring of the County's budgetary status, but also maximizing revenues and minimizing costs. 1999 fiscal challenges include: >- maintaining a balanced budget >- Fire District finances >- high credit rating >- effective loss control .Balanced Budget Each year the County Administrator's Office presents a Recommended Budget to the hoard of Supervisors which balances appropriations with revenues. The budget is periodically monitored throughout the year and quarterly reports are made to the Board with recommendations for corrective actions as necessary to maintain the balanced 42 D.2 12-1-98 budget. In 1999, both internal and external factors present challenges to the effort to maintain a balanced budget. The fiscal impact of some of the internal factors are known, ethers are not. As of October 1, 1998, many County employees received. a 3.5% COLA adjustment. Over the neat year, the County Administrator's Office will be conducting Iv OU negotiations with 12 employee organization, the fiscal impact of which is not yet known. Similarly, the impact of the new Tier III retirement benefit has not been fully realized. Retirement rates are also expected to rise due to the Ventura decision. Other areas of financial uncertainty stun from state and federal action. The fiscal impact of Medi-Cal managed care is still not completely known. State action on minimunm/maximum enrollment thresholds, enrollment default rules and neve redetermination of eligibility requirements could substantially affect enrollment. It is also anticipated that the County will be receiving $11 million less in annual motor vehicle license fee revenues from the state due to the rollback in DMV .fees. The governor promised to backfill this revenue loss; however, such action is subject to the state legislative process. The risk of revenue losses is exacerbated by the multi-billion dollar state deficit projected by the .Legislative Analyst for the coming year. Other externally driven fiscal challenges will be the implementation of the fiscal plan for the incorporation of Oakley and the fiscal impact of redevelopment agency project modifications by the cities of Hercules, Richmond and El Cerrito. Fire .District Finances In 1998, few areas of government received more attention from the Board. of Supervisors and the public than the Contra Costa Fire Protection District. A management audit of the district examined staffing, compensation and financing issues and made 26 recommendations to improve' the operating efficiency of the agency. Administration of the district has been reorganized from the top down and recommendations for cost reductions and efficiency are being implemented to balance the operational budget, 85% of which are driven by labor costs. Two major challenges remain for 1999: 1) overtime costs will need to be constantly-monitored and controlled, consistent with the terms of the MOH with the employee organizations and 2) a new plan ' must be developed to address the critical short and long term capital needs for stations and rolling stock. 43 D.2 12-1-98 Credit Rating The County enjoys the highest possible ratings of any county in California. This reflects Contra Costa's fiscal prudence and management ability as well as our positive working relationship with the investment community. This past year, the senior staff member responsible for debt management retired and a new finance professional came onboard. The County maintained continuity in its relationships with the investment community throughout this transition period . In the coming year, the County will be refinancing and restructuring some o its lease revenue debt to take advantage of the highly favorable interest rate environment and to fund new capital projects with minimal increases to overall annual debt service. Loss Control Prudent fiscal management includes the management of risks to reduce and minimize loesses. In July 1998, Risk Management implemented a new management information system that will provide meaningful information to departments on claims and loss trends. In conjunction with the implementation of this new information system, Risk Management will meet with departments to tailor a comprehensive, proactive approach to loss prevention and loss control. In 1999, departments with the largest exposures will be the target of comprehensive loss reviews. Strategic plans for loss control will focus on minimizing claims and costs in the areas of greatest potential loss. Organizational Efficiency, Effectiveness and Excellence The County Administrator's Office is committed to support organizational' restructuring and development of new administrative systems to ensure that our customers receive efficient, high duality services and products. In many areas, the County is modeling new ways of doing business that create new challenges' for our employees, but which result in better services for our customers. In 1999, the County Administrator's Office will be :focusing on >- employee excellence departmental performance >- information technology long-term facilities planning 44 D.2 4 12-1-98 Employee :Excellence An organization is dependent upon the ability of its employees to serge their customers, to handle problems and to do quality work. In Contra Costa. County, our challenge is to continue to enhance the skill levels of our current staff and to hire new staff with the necessary skills, abilities and commitment to excellence. Throughout the County, retirements are increasingly affecting the County organization.. We are losing not only valuable employees, but also institutional memory. A continuing challenge will be not only to replace those retiring employees, but also to ensure that training for current employees minimizes the impact of retirements. Staffing shortages in Information Technology continues to be a major problem, despite recent efforts by the Board to mitigate the compensation gap between. the County and private corporations. The vacancy rate in critical technology positions is 24% in the Department of Information Technology. Other departmental technology staff are also very limited. Staffing shortages are affecting the County's ability to implement necessary technological improvements and will continue to impact the wide area network, Internet communications, health and social services applications, the Year 2000 project completion and technology migration projects to client server-systems. A third area of challenge in the area of new employees is the development of the County's CalWORKS employee development program. With CalWORKS,; private businesses are being exhorted to hive welfare recipients and it is incumbent upon the County to model that behavior within its own system. With regard to existing employees, the County has long operated a program to teach core competencies through the Training Institute. The new Policy and Innovations Institute will be expanding that effort with career development training for current employees through the new Leadership Academy, which will focus on key managerial skills. For our disabled employees, the County will provide assistance to help them function successfully in the workplace. In some areas, the County is challenged to help our current employees develop new skill sets, for example the transition of eligibility workers to employment specialists. In others, we need to strengthen our ability to collaborate among programs and services to ensure that each discipline is working as effectively as possible to meet the needs of their mutual clients. 45 D.2 12-1-9& Finally, but not least, it is very necessary to recognize quality performance. In 1999, the Awards of Excellence program will continue to acknowledge the excellent performance of employees in the areas of leadership, customer services, creativity and innovation, inspiration, commitment and supervisorial/management achievement. The Awards of Excellence program has been well received among our employees and some departments have established their own employee recognition programs. Departmental Performance While the County is fortunate to have many strong managers within its departments, it is inevitable that issues or circumstances arise which necessitate the intervention of the County Administrator's Office, either informally or formally. Often, issues are resolved through the personal intervention of the County Administrator or one of his senior staff. In some cases, a more formal approach is appropriate. Operational and management audits of various County departments (including the Board governed Fire District) by the County Administrator's Office have identified areas for organizational improvement with consequent changes in service delivery systems and/or organizational structures. This audit function will continue as a means of ensuring organizational excellence. Are our departments effectively achieving their service objectives? Over the past few years, increasingly, we have asked our departments to be accountable for outcomes. In 1998, the County.Administrator's Office piloted an effort to identify how best to integrate outcome accountability into County programs. The pilot clearly showed that to be successful, outcome accountability must have meaning for staff and that there must be a direct relationship between the expected outcome and the activities of the program. Otherwise, County programs may feel that they must take the credit or blame for circumstances' beyond the control of the program.. In addition, farms, systems and procedures need to be modified so that outcome data is part of the program, not a' burdensome add-on. Where multiple programs are dealing with common clients, outcome measures and data collection methodologies need to be consistent. This effort to expand our ability- to measure outcomes requires a strategic approach to ensure that outcome accountability is meaningful and increases, not detracts from, our service delivery capability-. Information Technology Strategic use of technology is critical for the efficient 46 D.2 12-1-98 operation of an organization. In Contra Costa County, we have pursued a policy of technological advances to the extent possible within our resource base. Technological upgrades will continue to be a challenge. With the increased use of technology, comes increased risk.. More people have electronic access to the County's network, are becoming more technologically sophisticated and seem to have more time to experiment with new and improved ways of breaking into the County's corporate data bases. Because of this, the risk of security breach is growing. The County needs to continue to make the necessary changes to our physical and electronic security protection processes to prevent a major security breach. This is a highly complex issue which requires us to develop proper data security practices and systems, while still providing our citizens with public access to appropriate information consistent with our public service effort. The shortage of technology staffing affects not only our ability to implement the County's security system, but also hinders our Y2K effort. As the County completes our internal corporate computer system Year 2000 project in 1998, we move from computers, routers and telecommunications devices to so-called imbedded microchip technology. This requires testing of everything from hospital equipment to electronic security systems to traffic control systems. The County has also implemented a comprehensive risk assessment, business recovery and resumption program that is being formally distributed throughout every County department prior to the end of 1998, as well as being broadcast as a public service through the County's Internet website. In addition, a Year 2000 related incident response drill is being planned with the Office of Emergency Services for 1999. Long-Term Facilities Planning In order to support the ability of our employees to provide services as effectively as possible, the buildings in which they work must be safe, accessible to all members of the public and efficient in terms of space utilization and operating costs. While the County has made' great strides over the past 15 years in moving from expensive leased space to County owned and operated facilities, the unmet capital facilities needs of various County departments exceeds $200 million. The major challenge for the County will be to work with the departments to refine their long term facility needs, both deferred maintenance and new construction, and to develop 47 D.2 12-1-98 a process that more systematically evaluates and prioritizes the County's future facility investments. Intergo-y-ernme -, Qptration and Public Access The County's ability to perform its service mandates are very much dependent upon its positive relationships with the state, other local agencies, community- based organizations and the public. In 1999, the County's challenge will be to strengthen existing partnerships and to forge new relationships in the areas of: �?-- public agency collaboration >- community collaboration legislative advocacy >- public outreach Public Agency Collaboration The County, cities and schools have the common goal of ensuring a high duality of life within Centra Costa County. The challenge has been, and will continue to be, to promote understanding and cooperation between the County and other agencies. In 1999, this will be facilitated through continued participation in the Mayors Conference, City- County Relations Committee, public Managers Association,,the Children and Families policy Forum as well as through individual meetings with city managers and others. In addition, specific issues will continue to present challenges in 1999. For example, in 1998, the County and the Oakley Incorporation Committee agreed: on a fiscal plan which is cost neutral to the County. The plan was successfully presented to LAFCO, where commission members complimented both parties' on the comprehensiveness of the plan as well as the spirit of cooperation. With the incorporation of the City of Oakley, plan implementation is the responsibility of the new city council. The County will need to work with the new council to ensure cooperation in the implementation of the plan as approved. Similarly, the cities of Hercules, Richmond and El Cerrito have submitted modifications to their redevelopment agency projects to LAFCO. Our challenge will be to support their redevelopment objectives, at the same time avoiding potential long term property tax revenue losses for the County. 48 D.2 12-1-98 Other growth management and planning initiatives by the Board of Supervisors present opportunities to participate and discuss creative ;ideas on regional cooperation on public services. Historically, local jurisdictions have competed for large tax generating enterprises like shopping centers, big box warehouses and car dealerships. In 1999, there may be opportunitiesto explore shared revenue options that reduce this competition and improve the overall economic strength of the entire County. In other arenas, the County is modeling new relationships among public agencies. With the Locker-Isenberg Trial Court Funding Act of 1997, the courts are no longer the fiscal responsibility of the Board of Supervisors and no longer a County department. The County Administrator's Office has worked with the Auditor-Controller and the Courts to implement the budgetary, fiscal and accounting changes that were required as a result of the legislation. While much work has been done to ease the transition of the Courts to State funding, a number of major problem areas are not yet clearly defined in legislation. One issue is the status of Court employees who now have County merit system status and who are represented. by County-recognized bargaining units. Another major issue is the allocation of responsibility between the State and the County for the farther provision of Court facilities. The Trial Court Funding .Act has established two Statewide task forces to evaluate these issues and we expect that there will not be a clear legislative resolution for two to three years. In the interim, the County Administrator's Office will work very closely with the Courts to assist the Courts to the extent possible in continuing to provide an effective administration of justice and service to citizens of this County. New collaborative arrangements among public agencies are also likely in the area of library services. Following the failure of Measure A in June 1998, the five library regions and cities have engaged in wide ranging discussions regarding library services. The City of Concord is actively reviewing alternative' options, including withdrawal from the County Library and a potential joint use facility with JFK University. Lamorinda is pursuing placement of a parcel tax measure for its region on the. June 1999 ballot. It is likely that a new era is about to begin for the provision of library services. The County Library may need to reinvent itself under new leadership as a service provider to cities and. 49 D.2 12-1-98 the County's regions. Communiy Collaboration In order to promote the well-bung of our citizen and communities, the County's challenge is to expand ownership of socio- economic issues, including those involving children and families. Contra Costa County is considered a leader in children and families'' issues, with the establishment of the Board level Family and Human Services Committee, the Children and Families Policy Forum, the Children's Budget, the Children's Report Card, the Children's Impact Statement and the Honor Roll Awards.' With the approval of the CCFuture Fund (Children's Future Corps) proposal by the F. H Cowell Foundation and passage of Proposition 10 even more opportunities will emerge to improve the well being of children and families.' Over the next year and beyond., the challenge will be to develop and implement a collaborative governance structure and priority funding plan and to further ensure consistency with an overall strategy which blends and leverages existing efforts. The County also faces significant changes in the welfare and employment systems, driven not only by welfare reform but also new workforce development legislation. Over the next year, we will be challenged to create an overall workforce development system that engages not only the responsible public agencies, but also community-based organizations and the private sector. The Workforce Investment Act of 1998 requires transition of the Private Industry Council into a Workforce Investment Board. At issue is the status of the current Richmond Private Industry Council and the future of the Contra Costa Workforce Development Advisory Panel, which represents most of the public agencies involved in workforce development. Legislative Advocacy As we do each year, in 1999 the County will continue to work with the California State .Association of Counties {C AC) and Urban Counties Caucus (UCC) to pursue legislation of interest to the Board of Supervisors. Important fiscal and programmatic issues are raised in the Legislature each year which can impact counties either negatively or positively.' We will respond to those, as well as pursuing the Board's legislative program in an effort to protect the fiscal integrity of the County and make government' more efficient and responsive to the public. Some examples of the issues for 1999 are: 50 ......... ......... ......... ......... ......... ......... ......... ......... ......... ........ ........... _........ ......... ......... ......... ......... ......... ......... ......... ......... ......... ............._. _ ......... ......... _.......... ...... ......... D.z 12-1-98 • Continue to seek legislation to cap and eventually reduce the property tax money taken by the State beginning in the 1992-93 fiscal year (ER,Ap). • Continue to seek legislation and funding to the State is required to pay its share of salary and benefit increases for IHSS providers. • Continue to support efforts to place a library capital facilities bond measure on the ballot. + Continue to support efforts to place a juvenile facilities bond measure on the ballot. 51 _ 'A d a � NO ca e m p i S G 3 FC hl r