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HomeMy WebLinkAboutMINUTES - 10232001 - D.2 TO: BOARD OF SUPERVISORS FROM: VAL ALEXEEFF, DIRECTOR-POLICY AND INNOVATION INSTITUTE S DATE: OCTOBER 23, 2001 SUBJECT: PERFORMANCE INDICATORS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: ACCEPT staff report and CONSIDER new performance indicators to be included in the 2002 Performance Report. BACKGROUND: The attached report was initiated by the Finance Committee interested in investigating other indicator possibilities. The report includes discussion of report development,report format, report content,and examples of indicators that have been found in other jurisdictions that are not currently within Contra Costa County's Performance Report. The report is intended to initiate discussion of future possibilities. CONTINUED ON ATTACHMENT:YES SIGNATURE: ✓kECOMMENDATION OF COUNTY ADMINISTRATOR _RECOMMENDATION OF BOARD COMMI EE ✓fPPROVE OTHER SIGNATURE(S): r' ACTION OF BOARD ON er 23 2001 APPROVE AS RECOMMENDED OTHER XX See attac Addendum for Board action. VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN XX UNANIMOUS(ABSENT III ) AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE AYES: NOES: SHOWN. ABSENT: ABSTAIN: ATTESTED October 23, 2001 CONTACT:Val Alexeeff(335-1060) JOHN SWEETEN,CLERK OF THE BOARD OF SUP RVISORS'ND COUNTY ADMINISTRATOR CC: Department Heads Jf BY I DEPUTY �I ADDENDUM TO ITEM D.2 October 23, 2001 On this date,the Board of Supervisors considered a report regarding possible new performance indicators to be included in the 2002 Performance Report. Val Alexeeff,Director, Policy and Innovation Institute presented the staff report. The Board discussed the matter. Supervisor Gioia made the following suggestions for inclusion in the 2002 report: a. Building Inspection to include the time frame for resolution and the outcome in code enforcement matters; b. Animal Services Department data on disposition and response time for constituent complaints; c. Ambulance response time statistics Supervisor Uilkema noted an interest in having indicators included for participation Healthy Families, and immunization rates of children aged 2 years and under. Chair invited the public to comment. There were no requests to speakl By unanimous vote,with all Supervisors present,the Board ACCEPTED the aforesaid report. STAFF REPORT FOR BOARD OF SUPERVISORS WORKSHOP ON PERFORMANCE INDICATORS OCTOBER 23, 2001 1. REPORT DEVELOPMENT The Contra Costa County Performance Report evolved from individual departments preparing reports in a style and substance unique to each into a document that was designed, coordinated and edited by the County Administrator's office in consideration of Board, CAO and departmental interests. The Board has been interested in an overview of County operations including those of different divisions, to see a summary of the year's accomplishments, to review existing and upcoming challenges faced by departments, and to establish a system of monitoring departmental output. The report has been prepared in conjunction with departmental budgets and has added a broader dimension to budgetary concerns. This approach has been unique. Most other city/county jurisdictions that produce performance reports have a centralized unit of several staff members, located in either the chief executive's office or the Auditor's office, that gathers information, develops content, sets a rigid format, and creates a dialogue between the CAO's office and the Board with limited participation of the departments. The report produced in this way is more consistent among departments and has higher quality design, but with less involvement of departments, interest declines and it becomes the CAO's report. In such cases, a more polished style is traded for department commitment to the product. The objective is to produce the best quality, but retain the involvement of over thirty separate participants. The GAO's interest is to produce a report reflective of department's \ operation, uniform in approach, responsive to Board interests, and supported by departments. The CAO uses the document as a County overview in response to requests from the press, grand jury, other counties, preparation of the CAFR, and public inquiry. The CAD's office uses the report to identify departmental priorities and issues. Information from the report can be sorted by subjects such as technology, recruitment, training, capital facility needs, or similar broad categories. The CAO also achieves insight into departmental operations and issues that prompt follow up efforts during the course of the year. VA:dg E:IWPdocs\Perf Rpt 2001 Workshop prep.doc (10/18/01) Page 1 of 3 The departments' interests include producing information_that.can_be.__._.__._,__._______ useful for purposes other than meeting a new request from the County Administrator. Many departments have found internal uses for the information generated. Human Resources uses the report for information mailed to prospective job applicants, Community Services has used the information to help identify department success at department retreats. The Library has used the information to help present their case to the public concerning operational efficiency, volunteer support, and per capital resources. Departments such as General Services, Public Works, Building Inspection, Clerk-Recorder, and Community Development have used it in conjunction with strategic planning. The Department of Information Technology used the report to help shape response to constant demands for change. Many departments such as County Counsel, Agriculture, Animal Services, and Employment and Human Services have used the report to explain their workload. The Fire District used it to create department goals for service improvement. The Policy and Innovation Institute produces the report by working with Department Heads and designated staff in each department. The Policy and Innovation Institute helps department staff develop and extend indicators. 2. REPORT FORMAT The format was developed in conjunction with departments' interest in presenting a broader picture of their operation beyond a few selected indicators that may not reflect budget cuts, inability to recruit, retirement of institutional memory, or accomplishments that do not quite fit an indicator format. A number of counties across the country combine budget and performance indicators in one document. Since the budget ranges between three and ten pages per department and the performance report ranges between ten and thirty pages per department, the combined document would have to either relinquish some of the current information or grow significantly in size to up to 600 pages based on current text. It is possible to produce an executive summary that combines performance and budget should that be of interest to the Board. Changes can be made in format without sacrificing content or readability and should this be of interest, other formats can be investigated, evaluated and presented. VA:dg E:1WPdocsTerf Rpt 2001\workshop prep.doc (10/18101) Page 2 of 3 3. REPORT CONTENT The substance of the report is generated by departments. Prior to report preparation, meetings are held with staff in each department who is responsible for preparing the report. Information is provided regarding activities of similar departments across the country and performance indicator development. This year, departments were asked-to add - outcomes to the performance indicator section using the Children and Family Budget as a model. The report is edited for repetition, clarity, and summary of information. In the end, the departments decide on content, but departments vary in their ability to formulate and quantify indicators, and relate outcomes consistent with their mission. 4. EXAMPLES OF INDICATORS FOUND IN OTHER JURISDICTIONS Board members have requested examples of indicators be provided that are used in other jurisdictions and not currently found in the County report. Attachment A provides this information. The items are provided in summary intended to provide the indicator concept. The list does not include indicators already in use in Contra Costa County. In some cases, the department has or nearly has all the indicators currently in use. VA:dg E:\WPdocs\Perf Rpt 2001\workshop prep.doc (10/18/01) Page 3 of 3 ATTACHMENT 7A] PERFORMANCE INDICATORS FROM STATE AND NATIONAL SOURCES DEPARTMENT INDICATORS SOURCE AGRICULTURE Percentage of incoming Ag shipments inspected within 24 hours of arrival 2 Percenta a of overall compliance by all regulated pesticide users 2 Percenta a of compliance with farmers' market requirements 2 Percenta a of accuracy of measuring and weighing devices 2 ANIMAL SERVICES No additional relevant indicators could be found ASSESSOR Percentage of the assessment roll completed by July 31 of each year 2 Number of recorded documents examined relevant to property ownership 2 Number of exemptions 2 AUDITOR-CONTROLLER Percentage of bills, with proper documentation, paid within set number of 2 days of receipt of claim for payment Amount of reimbursable mandated costs submitted pursuant to states 2 parameters SB90 Average number of days it takes to provide departments with a complete 2 set of revenue expenses, and general ledger reports, after pay period end date Percentage of new mandated accounting changes implemented in a timely 2 manner BUILDING INSPECTION Most indicators are already provided) Customer satisfaction rating for BI services 2 Code enforcement Types of violations 1 Average timeframe for resolution 1 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:\WPdocs\PerfRpt2001\workshopindicators.doc (10/18/01) Page 1 of 10 CLERK-RECORDER Average time documents received by mail are examined and returned 2 Comparison with previous year of marriage licenses issued 2 Percentage of recorded documents indexed within two business days 2 Number of mailed absentee ballots received over the 29 day period prior to 2 election Percentage of precinct inspectors who receive 80% or better on post- 2 election performance review Voter participation rates 2 COMMUNITY DEVELOPMENT Percentage of advance planning projects completed or implemented 2 Percentage of Smart Growth Plan/Program implemented within established 2 timeframes Percentage of department programs accessible via website 2 Percentage of department processes accessible via website 2 Acres of land protected or removed through change in participation in the 2 agricultural preserve program/Williamson Act Revenue generated from state, federal, and other grants to promote 2 transportation and/or infrastructure (water, resource recovery) planning/ implementation or natural resource conservation planning Survey response to evaluate services 2 Percentage of land use applications processed within established timelines 2 Percentage of land use project recommendations upheld by hearing bodies 2 Revenue leveraged for business retention/attraction 1 Number of jobs created in conjunction with business retention/attraction 1 activities Number of affordable units added to housing stock 2 Number of new affordable units old or rented to low-income families 2 Grant revenue generated for affordable housing programs 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:1WPdocs\Perf Rpt 2001\workshop indicators.doc (10/18/01) Page 2 of 10 r COMMUNITY SERVICES No additional relevant:indicators could=be found COOPERATIVE EXTENSION Percentage of participants in workshops that report a useful gain of 2 knowledge as a result of information presented to them Percentage of programs that report a change in positive behavior as a 2 result of their participation in an educational program(s COUNTY ADMINISTRATOR Measurement of citizens surveyed that indicate they are satisfied with the 2 services the County provides Evaluation of Board members satisfaction with the quality of the agenda 2 reports presented as part of the weekly agenda Ratio of long-term debt to capital assets 2 Ratio of contingencies and general reserves to the County's total general 2 fund operating budget Measurement of departmental respondents who indicate the CAO staff 2 provides satisfactory or better support services Measurement of employees who indicate in an annual workforce survey 2 overall satisfaction with their job Percentage of cable T.V. customer complaints resolved by County 2 employees in an above satisfactory. manner COUNTY COUNSEL Most indicators are already provided) DISTRICT ATTORNEY The annual California Crime Index for County 2 Annual number of gang prosecution cases 2 Number of juvenile criminal prosecution petitions reviewed and filed 2 annual) Bad check recovery ratio and recovery totals 2 Percentage of civilian witnesses who receive mailed subpoenas 2 EMPLOYMENT AND HUMAN SERVICES (EHS indicators are sufficiently extensive that they incorporate items found in other jurisdictions Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10/18/01) Page 3 of 10 'FIRE SERVICES Residential delivery structure fire incidents measured against a range of 1 criteria Non-fire incidents 1 Arson incidence and clearance rates 1 Injuries and deaths in structural fires 1 Rescues performed per 100,000 population 1 Percentage of patients with full cardiac arrest delivered to a medical facility 1 with a pulse Percentage of time initial resources successfully handled the incident 2 Annual fire loss per thousand population 2 GENERAL SERVICES CCC has many indicators that others do not Percentage of capital projects completed within their original budgeted cost 2 estimate Percentage of County departments rating custodial services as "good" to 2 "excellent" in an annual customer survey Percentage of total person hours available dedicated to the preventative 2 maintenance program Square footage of offices ace cleaned per custodian 2 Percentage of County departments rating maintenance services as "good" 2 to "excellent' in an annual customer survey Cost per square foot less than or equal to the market rate for space the 2 County is leasing from landlords as it relates to newly established or renewed contracts i.e. County as Lessee Percentage of vendors who are paid within thirty days of receipt of invoice 2 if proper documentation is received Average cost per piece of mail distributed 2 Percentage of County departments rating their level of satisfaction with the 2 services of Purchasing as satisfactory or better Percentage of purchasing transactions reviewed for competitive pricing 2 Percentage of County departments rating their level of satisfaction with the 2 services of Central Service as satisfactory or better Percentage of survey respondents who rated quality of vehicle 2 maintenance as "good" or"excellent" Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E.\WPdocs\Perf Rpt 2001\workshop indicators.doc (10/18/01) Page 4 of 10 HEALTH SERVICES Hospital and Health Centers Patient Average Length of Stay -Medical 2 Patient Average Length of Stay - Psychiatric 2 Emergency Department Utilization 2 Patient Satisfaction Surveys 2 Number of family practice clinic visits (by Health Center 2 Number of specialty clinic visits (by Health Center 2 Contra Costa Health Plan Number of enrollment by health coverage type 2 Mental Health Adult Mental Health looks at three adult measures, including a consumer 2 satisfaction measure, a behavior and symptom scale, and a quality of life measure Measure not available for the performance report.) Total annual number of patient days in IMD beds 2 Total annual number of patient days in state hospitals beds 2 Percentage of crisis intervention contacts preventing hospitalization 2 Rate of improvement in school attendance for youth involved in school 2 linked intensive day treatment programs Re-offense rate for youth who have completed one or more mental health 2 programs Public Health Utilization of early prenatal care 2 Rate of infant mortality 2 Disease rates (including TB, STDs, AIDS 2 Percentage of children in County clinics who are immunized by age two for 2 measles, mumps, rubella, diphtheria, tetanus, and polio Number of cases countywide of preventable childhood diseases 2 Youth smoking rate 2 Adult smoking rate 2 Number of fatalities and injuries to vehicle occupants under thea a of four 2 Percentage of first grade children receiving school entrance physical 2 examinations Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10118101) Page 5 of 10 Community Substance Abuse Services Number of Individuals receiving prevention services 2 Number of individuals receiving residential treatment 2 Number of individuals receiving day treatment 2 Law Enforcement Medical Care Percentage of annual medical inspection requirements met at jail and 2 Juvenile Hall Percentage of inmates in jail for at least six days who are tested for 2 tuberculosis if medically indicated Percentage of at-risk youth at Juvenile Hall who are screened for sexually 2 transmitted infections Percentage of pregnant females in jail longer than fourteen days who are 2 enrolled in prenatal care Percentage of diabetic inmates in jail for more than 24 hours for whom a 2 treatment plan for their diabetes is developed Emergency Medical Services Ambulance Services Dispatched 2 Air Ambulance Service Patients Transported 2 Critical Trauma Patients Transported 2 Number of"field saves" (prior to transport—patient admitted 2 Number of"field saves" without transport—patient not hospitalized) 2 Number of inter-facility transfers 2 Environmental Health Percentage of compliance in recreational water standards 2 Percentage of compliance with state or federal bacteriological standards 2 Percentage of compliance of retail food facilities with state laws regarding 2 food handling and food processing Hazmat incidents 2 HOUSING AUTHORITY No additional relevant indicators could be found Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:1WPdocslPerf Rpt 20011workshop indicators.doc (10/16/01) Page 6 of 10 :HUMAN RESOURCES Percentage of grievances resolved Average days to complete an external competitive recruitment process 1 Percentage of eligibility lists of qualified candidates provided to County 2 departments within ninety days of the application close date when no "pool" of candidates exists Percentage of job descriptions (specifications) updated each year 2 Percentage of certified eligibility lists provided to County departments 2 within six working days of request Percentage of job description/classification reviews requested by a 2 department that are complete within six months Percentage of payroll changes processed within two-week payroll 2 processing schedule Percentage of departmental harassment avoidance coordinators 2 participating in annual harassment avoidance and anti-discrimination refresher courses Percentage of managers and employees surveyed who felt "satisfied" that 2 the training provided helped to avoid the filing of formal grievances and discrimination/harassment claims Percentage of managers and employees who felt"satisfied" that the 2 consultation services provided by HR were effective in assisting them in resolving a potential grievance, discipline, or harassment issue Percentage of grievances, discrimination, or harassment claims upheld by 2 the Merit Board Percentage of compliance with statutory requirements for salary changes 2 INFORMATION TECHNOLOGY Percentage of the total County operating budget spent on technology 2 Percentage of total County operating budget spent on telephone and radio 2 Percentage of average cost savings off published manufacturers' list prices 2 on computer and network products Percentage of time customer telephone and voice mail billings are timely 2 and accurate Percentage of desktop automation systems delivered to the requesting 2 department within thirty days of receipt of the order Percentage of telephone service requests for new services (e.g. additional 2 lines) completed within ten business days Percentage of telephone service requests for repairs, changes, or added 2 features that are completed within one business day Source 1: Indicators from sources outside Califomia, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:XWPdocs\Perf Rpt 2001\workshop indicators.doc (10/18101) Page 7 of 10 Percentage of the County's unincorporated area that has reliable radio 2 coverage Percentage of time electronic repairs to patrol cars and County vehicles 2 are serviced in one business da Percentage of time the County's radio communications stem is available 2 LIBRARY Library has all of the essential indicators found elsewhere Characteristics of library user population 1 Percentage of hours the library iso en compared to an ideal schedule 2 PROBATION Percentage of minors detained at Juvenile Hall who did not escape from 2 custody Cost per day per minor detained at Juvenile Hall 2 Number of days operating in excess of capacity 2 Percent of Juvenile Hall inspections passed pursuant to all applicable 2 regulations and standards Dollar value of loses restored to through collection of restitution 2 Percentage of employees completing required training 2 Percentage of budget leveraged from non-county dollars 2 PUBLIC DEFENDER No additional relevant indicators could.be found PUBLIC WORKS Operating and maintenance expenditures for road maintenance 1 Number of weeks to review improvement plans 2 Number of weeks to review survey maps 2 Pavement condition rating for all County roads Number of vehicle collisions per capita 2 Number of bicycle collisions per capita 2 Number of bridges inspected 2 Number of miles of roads swept 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:1WPdocs\Perf Rpt 20011workshop indicators.doc (10118101) Page 8 of 10 RISK MANAGEMENT Percentage of time we respond to employee and retiree requests for 2 information regarding their benefits within two days Percentage of time property, liability, medical malpractice and workers' 2 compensation insurance coverage are secured at or below commercial rates Rate of work-related injuries per 100 employees as compared to other local 2 government agencies in California Annual number of serious employee work-related injuries (i.e., death, loss 2 of limb or consciousness, overnight hospitalization, etc) as defined by CAUOSHA Number of"lost days" due to workplace injury 2 Number of liability claims filed, per million dollars of payroll, which resulted 2 in a payment to the claimant Average dollar loss/liability claim 2 Percentage of liability claims filed resulting in $0 payment 2 Percentage of injured employees contacted within 24 hours of notice of 2 injury to provide benefits information Dollars of loss per$100 of payroll for workers' compensation claims 2 Number of workers' compensation claims/$1 million of payroll 2 Dollars.of loss per workers' compensation claim 2 :SHERIFF Percentage top prioritycalls in dispatch 1 Crime inspection, clearance rates, cost per clearance 1 Total arrests per FTE sworn 1 Number of Part 1 crimes cleared per 10,000 of expenditures on sworn staff 1 Juvenile arrests by category of crime 1 Drug abuse arrests 1 Traffic injuries and fatalities, moving violations issued 1 Jail revenues and expenditures 1 Types of inmates by crime category 1 Crime rate for unincorporated areas over 100,000 population as reported 2 by California crime index Number of escapes from County detention facilities 2 Compliance with minimal jail standards 2 Employee work-related injuries at the jail 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10/18101) Page 9 of 10 =JTREASURER=TAX.:COLLECTOR,{ Percentage of public funds invested 2 Percentage of time the annual County Treasury Oversight Committee 2 investment compliance audit results in 100°x6 compliance Percentage of time that "no findings" is the result of the internal quarterly 2 audit by the Auditors Office and the annual audit by outside auditors Percentage of delinquent taxes collected on properties that are sold 2 through sealed bids in public auction due to a default on tax payments for more than five years VETERANS:SERVICES' No.`additionaf'-6--ant irndicators�could'be�found Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:1WPdocs\Perf Rpt 2001 Vorkshop indicators.doc (10/18/01) Page 10 of 10 • • i CONTRA COSTA COUNTY • • INDICATORS • • • 2001 • • • • • �,�,,_SEAL,, • sr`4 COUIZ'.1r`; • • • • • • • • • • • • • • • • STAFF REPORT FOR BOARD OF SUPERVISORS WORKSHOP ON PERFORMANCE INDICATORS OCTOBER 23, 2001 1. REPORT DEVELOPMENT The Contra Costa County Performance Report evolved from individual departments preparing reports in a style and substance unique to each into a document that was designed, coordinated and edited by the County Administrator's office in consideration of Board, CAO and departmental interests. The Board has been interested in an overview of County operations including those of different divisions, to see a summary of the year's accomplishments, to review existing-and upcoming challenges faced by departments, and to establish a system of monitoring departmental output. The report has been prepared in conjunction with departmental budgets and has added a broader dimension to budgetary concerns. This approach has been unique. Most other city/county jurisdictions that produce performance reports have a centralized unit of several staff members, located in either the chief executive's office or the Auditor's office, that gathers information, develops content, sets a rigid format, and creates a dialogue between the CAO's office and the Board with limited participation of the departments. The report produced in this way is more consistent among departments and has higher quality design, but with less involvement of departments, interest declines and it becomes the GAO's report. In such cases, a more polished style is traded for department commitment to the product. The objective is to produce the best quality, but retain the involvement of over thirty separate participants. The CAD's interest is to produce a report reflective of department's operation, uniform in approach, responsive to Board interests, and supported by departments. The CAO uses the document as a County overview in response to requests from the press, grand jury, other counties, preparation of the CAFR, and public inquiry. The CAD's office uses the report to identify departmental priorities and issues. Information from the report can be sorted by subjects such as technology, recruitment, training, capital facility needs, or similar broad categories. The CAO also achieves insight into departmental operations and issues that prompt follow up efforts during the course of the year. VA:dg E:\WPdocs\PerfRpt2001\workshopprep.doc (10/18/01) Page 1 of 3 I The departments' interests include producing..information that can.be ...... useful for purposes other than meeting a new request from the County Administrator. Many departments have found internal uses for the information generated. Human Resources uses the report for information mailed to prospective job applicants, Community Services has used the information to help identify department success at department retreats. The Library has used the information to help present their case to the public concerning operational efficiency, volunteer support, and per capital resources. Departments such as General Services, Public Works, Building Inspection, Clerk-Recorder, and Community Development have used it in conjunction with strategic planning. The Department of Information Technology used the report to help shape response to constant demands for change. Many departments such as County Counsel, Agriculture, Animal Services, and Employment and Human Services have used the report to explain their workload. The Fire District used it to create department goals for service improvement. The Policy and Innovation Institute produces the report by working with Department Heads and designated staff in each department. The Policy and Innovation Institute helps department staff develop and extend indicators. 2. REPORT FORMAT The format was developed in conjunction with departments' interest in presenting a broader picture of their operation beyond a few selected indicators that may not reflect budget cuts, inability to recruit, retirement of institutional memory, or accomplishments that do not quite fit an indicator format. A number of counties across the country combine budget and performance indicators in one document. Since the budget ranges between three and ten pages per department and the performance report ranges between ten and thirty pages per department, the combined document would have to either relinquish some of the current information or grow significantly in size to up to 600 pages based on current text. It is possible to produce an executive summary that combines performance and budget should that be of interest to the Board. Changes can be made in format without sacrificing content or readability and should this be of interest, other formats can be investigated, evaluated and presented. VA:dg E:\WPdocs\Perf Rpt 2001\workshop prep.doc (10/18/01) Page 2 of 3 i 3. REPORT CONTENT The substance of the report is generated by departments. Prior to report preparation, meetings are held with staff in each department who is responsible for preparing the report. Information is provided regarding activities of similar departments across the country and performance indicator development. This year, departments were asked to add outcomes to the performance indicator section using the Children and Family Budget as a model. The report is edited for repetition, clarity, and summary of information. In the end, the departments decide on content, but departments vary in their ability to formulate and quantify indicators, and relate outcomes consistent with their mission. 4. EXAMPLES OF INDICATORS FOUND IN OTHER JURISDICTIONS Board members have requested examples of indicators be provided that are used in other jurisdictions and not currently found in the County report. Attachment A provides this information. The items are provided in summary intended to provide the indicator concept. The list does not include indicators already in use in Contra Costa County. In some cases, the department has or nearly has all the indicators currently in use. VA:dg EMPdocsTerf Rpt 2001\workshop prep.doc (10/18/01) Page 3 of 3 a :CLERK-RECORDER �` Average time documents received by mail are examined and returned 2 Comparison with previous year of marriage licenses issued 2 Percentage of recorded documents indexed within two business days 2 Number of mailed absentee ballots received over the 29 day period prior to 2 election Percentage of precinct inspectors who receive 80% or better on post- 2 election performance review Voter participation rates 2 .COMMUNITY DEVELOPMENT Percentage of advance planning projects completed or implemented 2 Percentage of Smart Growth Plan/Program implemented within established 2 timeframes Percentage of department programs accessible via website 2 Percentage of department processes accessible via website 2 Acres of land protected or removed through change in participation in the 2 agricultural preserve program/Williamson Act Revenue generated from state, federal, and other grants to promote 2 transportation and/or infrastructure (water, resource recovery) planning/ implementation or natural resource conservation planning Survey response to evaluate services 2 Percentage of land use applications processed within established timelines 2 Percentage of land use project recommendations upheld by hearing bodies 2 Revenue leveraged for business retention/attraction 1 Number of jobs created in conjunction with business retention/attraction 1 activities Number of affordable units added to housing stock 2 Number of new affordable units old or rented to low-income families 2 Grant revenue generated for affordable housing programs 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties,e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:1WPdocsTerf Rpt 20011workshop indicators.doc (10118/01) Page 2 of 10 COMMUNITY SERVICES (No additional relevant indicators could be found)^� COOPERATIVE EXTENSION Percentage of participants in workshops that report a useful gain of 2 knowledge as a result of information presented to them Percentage of programs that report a change in positive behavior as a 2 result of their participation in an educational program(s COUNTY ADMINISTRATOR Measurement of citizens surveyed that indicate they are satisfied with the 2 services the County provides Evaluation of Board members satisfaction with the quality of the agenda 2 reports presented as part of the weekly agenda Ratio of long-term debt to capital assets 2 Ratio of contingencies and general reserves to the County's total general 2 fund operating budget Measurement of departmental respondents who indicate the CAO staff 2 provides satisfactory or better support services Measurement of employees who indicate in an annual workforce survey 2 overall satisfaction with their job Percentage of cable T.V. customer complaints resolved by County 2 employees in an above satisfactory manner COUNTY COUNSEL Most indicators are already provided) DISTRICT ATTORNEY The annual California Crime Index for County 2 Annual number of gang prosecution cases 2 Number of juvenile criminal prosecution petitions reviewed and filed 2 annual) Bad check recovery ratio and recovery totals 2 Percentage of civilian witnesses who receive mailed subpoenas 2 EMPLOYMENT AND HUMAN SERVICES (EHS indicators are sufficiently extensive that they incorporate items found in other jurisdictions Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocsTerfRpt20011workshopindicators.doc (10/18/01) Page 3 of 10 FIRE SERVICES r Residential delivery structure fire incidents measured against a range of 1 criteria Non-fire incidents 1 Arson incidence and clearance rates 1 Injuries and deaths in structural fires 1 Rescues performed per 100,000 population 1 Percentage of patients with full cardiac arrest delivered to a medical facility 1 with a pulse Percentage of time initial resources successfully handled the incident 2 Annual fire loss per thousand population 2 GENERAL SERVICES CCC has many indicators that others do not Percentage of capital projects completed within their original budgeted cost 2 estimate Percentage of County departments rating custodial services as "good" to 2 "excellent" in an annual customer survey Percentage of total person hours available dedicated to the preventative 2 maintenance program Square footage of offices ace cleaned per custodian 2 Percentage of County departments rating maintenance services as "good" 2 to "excellent' in an annual customer survey Cost per square foot less than or equal to the market rate for space the 2 County is leasing from landlords as it relates to newly established or renewed contracts i.e. County as Lessee Percentage of vendors who are paid within thirty days of receipt of invoice 2 if proper documentation is received Average cost per piece of mail distributed 2 Percentage of County departments rating their level of satisfaction with the 2 services of Purchasing as satisfactory or better Percentage of purchasing transactions reviewed for competitive pricing 2 Percentage of County departments rating their level of satisfaction with the 2 services of Central Service as satisfactory or better Percentage of survey respondents who rated quality of vehicle 2 maintenance as "good" or"excellent' Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10/18/01) Page 4 of 10 HEALTH SERVICES Hospital and Health Centers Patient Average Length of Stay -Medical 2 Patient Average Length of Stay - Psychiatric 2 Emergency Department Utilization 2 Patient Satisfaction Surveys 2 Number of family practice clinic visits (by Health Center 2 Number of specialty clinic visits (by Health Center 2 Contra Costa Health Plan Number of enrollment by health coverage type 2 Mental Health Adult Mental Health looks at three adult measures, including a consumer 2 satisfaction measure, a behavior and symptom scale, and a quality of life measure Measure not available for the performance report.) Total annual number of patient days in IMD beds 2 Total annual number of patient days in state hospitals beds 2 Percentage of crisis intervention contacts preventing hospitalization 2 ' Rate of improvement in school attendance for youth involved in school 2 linked intensive day treatment programs Re-offense rate for youth who have completed one or more mental health 2 programs Public Health Utilization of early prenatal care 2 Rate of infant mortality 2 Disease rates (including TB, STDs, AIDS 2 Percentage of children in County clinics who are immunized by age two for 2 measles, mumps, rubella, diphtheria, tetanus, and polio Number of cases countywide of preventable childhood diseases 2 Youth smoking rate 2 Adult smoking rate 2 Number of fatalities and injuries to vehicle occupants under thea a of four 2 Percentage of first grade children receiving school entrance physical 2 examinations Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other Califomia counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10118/01) Page 5 of 10 Community Substance Abuse Services Number of Individuals receiving prevention services 2 Number of individuals receiving residential treatment 2 Number of individuals receiving day treatment 2 Law Enforcement Medical Care Percentage of annual medical inspection requirements met at jail and 2 Juvenile Hall Percentage of inmates in jail for at least six days who are tested for 2 tuberculosis if medically indicated Percentage of at-risk youth at Juvenile Hall who are screened for sexually 2 transmitted infections Percentage of pregnant females in jail longer than fourteen days who are 2 enrolled in prenatal care Percentage of diabetic inmates in jail for more than 24 hours for whom a 2 treatment plan for their diabetes is developed Emergency Medical Services Ambulance Services Dispatched 2 Air Ambulance Service Patients Transported 2 Critical Trauma Patients Transported 2 Number of"field saves" (prior to transport— patient admitted 2 Number of"field saves" without transport—patient not hospitalized) 2 Number of inter-facility transfers 2 Environmental Health Percentage of compliance in recreational water standards 2 Percentage of compliance with state or federal bacteriological standards 2 Percentage of compliance of retail food facilities with state laws regarding 2 food handling and food processing Hazmat incidents 2 HOUSING AUTHORITY No additional relevant indicators could be found Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10118101) Page 6 of 10 HUMAN RESOURCES Percentage of grievances resolved 1 Average days to complete an external competitive recruitment process 1 Percentage of eligibility lists of qualified candidates provided to County 2 departments within ninety days of the application close date when no "pool" of candidates exists Percentage of job descriptions (specifications) updated each year 2 Percentage of certified eligibility lists provided to County departments 2 within six working days of request Percentage of job description/classification reviews requested by a 2 department that are complete within six months Percentage of payroll changes processed within two-week payroll 2 processing schedule Percentage of departmental harassment avoidance coordinators 2 participating in annual harassment avoidance and anti-discrimination refresher courses Percentage of managers and employees surveyed who felt"satisfied" that 2 the training provided helped to avoid the filing of formal grievances and discrimination/harassment claims Percentage of managers and employees who felt"satisfied" that the 2 consultation services provided by HR were effective in assisting them in resolving a potential grievance, discipline, or harassment issue Percentage of grievances, discrimination, or harassment claims upheld by 2 the Merit Board Percentage of compliance with statutory requirements for salary changes 2 INFORMATION TECHNOLOGY Percentage of the total County operating budget spent on technology 2 Percentage of total County operating budget spent on telephone and radio 2 Percentage of average cost savings off published manufacturers' list prices 2 on computer and network products Percentage of time customer telephone and voice mail billings are timely 2 and accurate Percentage of desktop automation systems delivered to the requesting 2 department within thirty days of receipt of the order Percentage of telephone service requests for new services (e.g. additional 2 lines) completed within ten business days Percentage of telephone service requests for repairs, changes, or added 2 features that are completed within one business da Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10118101) Page 7 of 10 Percentage of the County's unincorporated aeea that has reliable radio 2 coverage Percentage of time electronic repairs to patrol cars and County vehicles 2 are serviced in one business da Percentage of time the County's radio communications stem is available 2 LIBRARY Library has all of the essential indicators found elsewhere Characteristics of library user population 1 Percentage of hours the library iso en compared to an ideal schedule 2 PROBATION Percentage of minors detained at Juvenile Hall who did not escape from 2 custody Cost per day per minor detained at Juvenile Hall 2 Number of days operating in excess of capacity 2 Percent of Juvenile Hall inspections passed pursuant to all applicable 2 regulations and standards Dollar value of loses restored to through collection of restitution 2 Percentage of employees completing required training 2 Percentage of budget leveraged from non-county dollars 2 PUBLIC DEFENDER No additional relevant indicators could be found PUBLIC WORKS Operating and maintenance expenditures for road maintenance 1 Number of weeks to review improvement plans 2 Number of weeks to review survey maps 2 Pavement condition rating for all County roads Number of vehicle collisions per capita 2 Number of bicycle collisions per capita 2 Number of bridges inspected 2 Number of miles of roads swept 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdocs\Perf Rpt 2001\workshop indicators.doc (10118101) Page 8 of 10 RISK MANAGEMENT Percentage of time we respond to employee and retiree requests for 2 information regarding their benefits within two days Percentage of time property, liability, medical malpractice and workers' 2 compensation insurance coverage are secured at or below commercial rates Rate of work-related injuries per 100 employees as compared to other local 2 government agencies in California Annual number of serious employee work-related injuries (i.e., death, loss 2 of limb or consciousness, overnight hospitalization, etc) as defined by CAUOSHA Number of"lost days" due to workplace injury 2 Number of liability claims filed, per million dollars of payroll, which resulted 2 in a payment to the claimant Average dollar loss/liability claim 2 Percentage of liability claims filed resulting in $0 payment 2 Percentage of injured employees contacted within 24 hours of notice of 2 injury to provide benefits information Dollars of loss per$100 of payroll for workers' compensation claims 2 Number of workers' compensation claims/$1 million of payroll 2 Dollars of loss per workers' compensation claim 2 °:SHERIFF Percentage top prioritycalls in dispatch 1 Crime inspection, clearance rates, cost per clearance 1 Total arrests per FTE sworn 1 Number of Part 1 crimes cleared per 10,000 of expenditures on sworn staff 1 Juvenile arrests by category of crime 1 Drug abuse arrests 1 Traffic injuries and fatalities, moving violations issued 1 Jail revenues and expenditures 1 Types of inmates by crime category 1 Crime rate for unincorporated areas over 100,000 population as reported 2 by California crime index Number of escapes from County detention facilities 2 Compliance with minimal 'ail standards 2 Employee work-related injuries at the jail 2 Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara, San Luis Obispo, Orange VA:dg E:\WPdccs\Perf Rpt 2001\workshop indicators.doc (10/18/01) Page 9 of 10 }. 4TREASQRER=TAX,COLLECTOR Percentage of public funds invested 2 Percentage of time the annual County Treasury Oversight Committee 2 investment compliance audit results in 100% compliance Percentage of time that"no findings" is the result of the internal quarterly 2 audit by the Auditors Office and the annual audit by outside auditors Percentage of delinquent taxes collected on properties that are sold 2 through sealed bids in public auction due to a default on tax payments for more than five years :V ETERANS;,SERVICES. No additional relevant indicators"could be 0, , Source 1: Indicators from sources outside California, e.g. ICMA, Fairfax County Source 2: Indicators from other California counties, e.g. Santa Clara,San Luis Obispo, Orange VA:dg E:1WPdocsTerf Rpt 20011workshop indicators.doc (10/18101) Page 10 of 10 lip ;-4. f r� a i I �► iii ii ;;-, rr i � i `, vv - � � r �► �; :� ;. .-� . . �+ �.. `� 6 i i ANIMAL SERVICES i i i i i i i ! ! i ! i ! ! ! i i i i i i i i i ! ! ! i • • • ANIMAL SERVICES • • • INDICATOR NOTES: • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • s • • • PERFORMANCE INDICATORS 2000 Objective: Protect the public from rabies by quarantine of biter animals for observation and identification of animals that test positive for rabies. Animals Quarantined for Rabies Observation Line Overlay Animals Identified as Rabid 1,800• .. �N..:.:,_:_._.:. .. _ - - = 16 ntiri y "'Esq Y Yom. IN � 1,600 �` ""� s714 • 1,400 c'x• 1,714 1528 12 ±t 11 � 12 1,200 10 1,199 • 1,000 1,145- • �yK< 800 ' ' :g = 6 600 i _ s - 4 • 400 -- 3 .. L 200 ��� 2.�^ • 0 0 • 1996 1997 1998 1999 2000 • =No. of Animals Quarantined --*—No.of Rabies Positives 71 Of the 1528 cats and dogs quarantined for rabies observation, none were found to be rabid. All positive rabies test results were from wild animals in 2000. Only two rabies' positive animals had direct contact with humans, necessitating medical treatment to prevent rabies in those individuals. 9 • • • • Objective: License dogs and cats after certification of rabies vaccination in order to • reduce the number of potentially rabid animals and comply with state law. • • Animal Licenses Issued 2000 • • 44,500 44,000 - 44,147 43,500 • A. 43,000 •3 42,500 • 42,000 - • 41,500 - 41,803 41.90 41,000 --41,262 40,500 `ryE 401000 39,500 500 1996 1997 1998 1999 2000 • • • Dogs are required by state law to be licensed; cats are required by the County to be • licensed only when they are first adopted from one of the County Shelters. Licenses • are good for one, two or three year periods, but cannot be for longer than the rabies' • vaccination certification expiration date. Licensing provides speedy identification of animals with proper rabies' vaccinations in cases of biting incidents with humans, • thereby avoiding human rabies' treatments for bites. • • • • • 10 • • • • Objective: Increase the number of animal adoptions. • • • Animal Adoptions • 2000 • • • 3000 • .1�;•Y»...:_.r�.. ��:..nJ':��:_' ys A :��_ 4�Cpi,d�= Li•;F'.}.i�,,y�y::'a _4���.]�;' • ay ti'"! r1+ ti ri C ��u"riaS - a r r 3` 2780 • 2500 2575 f ?Q *' 2499 2465 T..r•C• -i�� -Yy .t1 S' 2000 - 2105 • 1923 1953 • 1738 4 Dogs • 1500 1619 1505 O Cats • • 1000 - 500 -- 1996 0005001996 1997 1998 1999 2000 • Animal adoptions have increased through the efforts of the department, its • volunteers, and cooperating animal rescue groups. • • • • • • • • • • 11 • • • • • • • Objective: Decrease the number of animals required to be euthanized. • • Euthanasia • 2000 30000 _: • 276M 25000 • NO 20000 � t 31` • .' Q Dogs • 15000 • o Cats • 10000 - 5000 0000 5000 6513 4861 ff 52391 - 4824 403 • 0 • 1971 1998 1999 2000 • Animal euthanasia has decreased through the department's focus on animal • adoptions, spay/neuter of adopted animals, and the efforts of our volunteers and cooperating animal rescue groups at placing animals for adoption. • • • • • • • For further information, please visit our website at www.ccasg.org • or callus at 646-2935. • • • • • • 12 • • • ASSESSOR i • • • • • i • • i • • • • • • • • i • • i • • • i i i 13 • • • • ASSESSOR • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • • 14 • • • • PERFORMANCE INDICATORS A. Objective: Reduce the July 1, 1999 backlog of new construction assessments by June 30, 2000 by completing 800 reassessments. 1. Indicator:The number of new construction reassessments completed. 1000 x' 950 ■Goal • 900 850 ■Units • 800 __ Completed 750 s 700 • NEW CONSTRUCTION Outcome: We processed a total of 985 reassessments. We achieved 123% of this performance goal and added $5,531,599 in valuations to the • 2000 Assessment Roll. B. Objective: Reduce the July 1, 1999 backlog of property re-inventory by June 30, 2000 by completing 1,000 property re-inventories. 1. Indicator: The number of property re-inventories completed. • 1000 ■Goal 500 = Units Completed PROPERTY REINVENTORY • Outcome: We .completed a total of 1,219 property re-inventories. We achieved 122% of this performance goal which resulted in updating our sales and property records to improve our characteristics file used in evaluating comparable sales. � 15 C. Objective: Reduce the July 1,999 backlog of 307 appeal cases by preparing a defense for all assessment appeal cases that are scheduled by the Assessment Appeals Board. 1. Indicator: The number of assessment appeal cases defended. 600 5o0 400 = _ s Goal • 300 �wv. 200s Units 100 .j Completed 10 Q . ASSESSMENT APPEALS Outcome: We defended a total of 565 appeals. We achieved 184% of this 0 performance goal which protected the County from $737,048,538 in lost 0 property tax revenue. D. Objective: Reduce the July 1, 1999 backlog of Proposition 8 reductions in value to be reviewed by June 30, 2000 by processing 20,000 Proposition 8 • reviews. 1. Indicator. The number of Proposition 8 reviews completed. 23000mss. 22000 23000X m. 21000 '`. ' -;�-='-.:_ - xs EGoal 20000 �Units 19000 18000 Completed RESTORATION OF REDUCED VALUES 0 Outcome: We processed a total of 22,333 Proposition 8 reviews. We achieved 112% of this performance goal which resulted in adding $1,266,935,829 in valuations to the 2000 Assessment Roll. • i 16 0 E. Objective: Reduce the July 1, 1999 backlog of non-mandatory audits by June 30,2000 by completing 75 audits. These non-mandatory audits are a result of unretumed Business Property Statements. 1. Indicator: The number of non-mandatory audits performed. 85 • gp ■Goal 75 ■Units 70Completed • NO"ANDATORY • AUDrrS Outcome: We completed a total of 80 non-mandatory audits. We achieved 107% of this performance goal and, as a result, added $13,068,977 in valuations to the 2000 Assessment Roll. 17 F. Objective: Meet the County's goal of awarding 50%of the dollar amount of purchases/professional services contracts to Small Business Enterprises. 1. Indicator: The percentage of the dollar amount of qualified purchases/contracts awarded to Small Business Enterprises. • 80% ' = • 60% ■Goal 40%- 20% ■Units Completed 0% SBE QUALIFIED PURCHASES 100% 80% _ - - 60% ®Goal 40% _ 20% ' 0% s Units SBE QUALIFIED Completed PROFESSIONAL SERVICES • CONTRACTS Outcome: The Assessor's Office awarded 79% of the dollar amount of our qualified purchases and 100% of the dollar amount of our professional services contracts to Small Business Enterprises. These percentages exceed the Board of Supervisors'established goal and have added to the success of the County's Small Business Enterprise Program by providing small businesses with a fair share of the County's business. Additional information about the County Assessor's Office can be obtained bye visiting our web site at www.co.contra-costa.ca.us/departlassr/assr.htm. • 18 ! ! AUDITOR-CONTROLLER ! ! ! ! ! ! ! ! • 19 • • • AUDITOR-CONTROLLER • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 20 • • • PERFORMANCE INDICATORS A. PAYROLL/BUDGET DIVISION 1. Obiective: Maintain an accuracy level (based on the below- defined criteria)for all paychecks issued. • Maintain 98.5% accuracy rate for all payroll work initiated by the Auditor-Controller's payroll staff(this rate decreased from last year's 99.8% accuracy level because the criteria changed to include all errors resufting in Off-Cycle checks not just errors caused by our Office). a) Indicator. The number of Off-Cycle checks produced, as a result of errors reported including those from County departmental personnel and late employee time cards • compared to the total number of Payroll checks. • Outcome: Accuracy Rate = 98.83% of employees received accurate paychecks for the entire year. 21 #ON-CYCLE #OFF-CYCLE PERCEt�TAG.E = 0 - CHECKS CHECKS* :RATE 07/99 11,821 74 0.63% 08199 11,873 104 0.88% • 09/99 17,477 123 0.70% 10199 18.483 275 1.49% 11199 17,746 212 1.19% 12/99 17,657 265 1.50% 01100 17,796 317 1.78% • 02100 17.834 236 1.32% 03/00 17,812 200 1.12% 04/00 17,824 184 1.03% 05100 17,795 187 1.05% • 06100 17,970 184 1.02% - ,TGI _ aiVEFtAGE � 202,088 2,361 1.17% * Includes all Off-Cycle checks resulting from any errors (not just our • Office) including late time cards submitted by employees. 2. Objective: Verify the accuracy of the financial information loaded into the County's Budget System (BRASS). • Review the financial information (appropriations, revenues and . expenditures) loaded into the BRASS System each month by the County Administrator's Office and reconcile the information to the County's Financial System. a) indicator. The County Administrator's Office receives notification each month by the Auditor-Controller's Office that the financial information has been verified and reconciled within one working day after the information is loaded into the BRASS System. • • Outcome: 100% compliance. For FY 99-00 the financial information was reviewed, reconciled and the County Administrator's Office notified within one working day for each of the County's 12 • monthly financial runs. 22 B. GENERAL ACCOUNTING/ACCOUNTS PAYABLE 1. Obiective: Maintain a 99% accuracy rate for processing payment demands. a) Indicator. The number of canceled warrants as a • percentage of the total warrants issued is an indicator of the accuracy and efficiency of the Accounts Payable audit of daily warrant transactions. • Outcome: Accuracy Rate = 98.3, reducing • canceled warrants decreases manual off-cycle processing that disrupts workflow and delays payment to vendors. Issued #of Warrants Month #of Warrants Canceled Percentage Rate • • - . a- "• TOTAL 10,296 164 1.73% • 23 C. PROPERTY TAX/COST ACCOUNTINGMELFARE 1. Objective: Perform property tax allocations and apportionment in accordance with state codes and with no allocation or apportionment errors. • a) Indicator Number and total amount of any allocation or apportionment errors. • Outcome: => Total Apportionment/Allocation = $1,273,440,530 :=> Total Errors = 0 => Accuracy Rate = 100%, which is significant since more than 200 local public agencies, including the County, rely on these calculations and • apportionments to fund their operations and make debt-service payments. 2. Objective: Prepare and submit all required reports on time and in accordance with state and federal requirements. a) Indicator Number of reports prepared and submitted on time and in accordance with requirements divided by the total number of reports prepared and submitted. • Outcome: El Total Reports Submitted 75 Total Reports Submitted on Time 74*(which is significant since many of the reports are used by the • County and other agencies to claim or qualify for outside funding and 45 of the reports have a late filing penalty fine of$5,000). ED Total Reports Submitted within Compliance 74 Submitted within approved extension periods 1 report not submitted in compliance due to Finance System limitations • 24 3. Obiective: Provide optimum customer service to the Department of Employment and Human Services while maintaining financial controls. • a) Indicator. On time release of monthly checks and food stamps to the General Services Department for distribution (275,000 checks per year and $100 million of distributions to aid recipients are subject to this monthly release process). • Outcome: 10 months of timely distribution out of 10 months year-to-date. b) Indicator All check numbers accounted for and check • register reconciled to Case Data System controls by the 8t'working day following calendar month end. • Outcome: 10 months of meeting deadline out of 10 months year-to-date resulting in maintaining • proper financial controls. c) Indicator Monthly "Aid Claims" reports submitted to state.within statutory time frames. • Outcome: *5 months of meeting filing deadlines out of 9 months year-to-date. Meeting statutory time frames results in timely payments from the • State to the County; missing reporting deadlines could delay payments from the State. * Delays were beyond the control of the Welfare staff since they resulted from the State's delay in issuing the required claim forms. All aAid Claims"reports were completed and submitted timely once the State issued the proper forms. D. INTERNAL AUDIT 1. Obiective: Annually develop and carry-out an audit plan based on statutory requirements and an analysis of the risk and exposure to loss of the County's financial assets. a) Indicator Auditor-Controller's satisfaction with the Internal Audit program. • 25 • Outcome: Audit coverage improved from last year; however, due to the unexpected resignation of a lead Auditor III and IS Auditor vacancy, audit coverage was less than desired. Audit resources need to be • effectively used to review the County's important areas of risk and exposure. b) Indicator. Findings of external quality assurance review of the county's Internal Audit function. • Outcome: A three year external quality assurance review performed by the Audit Director and staff from the Controller's Office of the City and County of San Francisco reported that the Internal audit function was in compliance with the Standards for the Professional Practice of Internal Auditing promulgated by the Institute of Internal Auditors, Inc. 2. Obiective: Annually prepare a timely, high quality Comprehensive Annual Financial Report for the County. a) Indicator. Receipt of the Certificate for Excellence in Financial Reporting by the Government Finance Officers' Association. • • Outcome: Received the Certificate for Excellence in Financial Reporting for the 1999-00 Comprehensive Annual Financial Report. This Award means that the County's annual published report on its • financial activities is informative, accurate, timely and meets or exceeds all applicable professional accounting and reporting standards. • 26 • • • • E. ADMINISTRATION/SYSTEMS • • 1. Objective: Enhance benefits of Local Area Network by • maintaining system up time during peak hours of operations. • a) Indicator Number of down time hours during peak operations as a percentage of the total • number of down time hours during peak hours of operations. 2. Objective: Prepare annual departmental budget on time and in . • accordance with the County's requirements. • a) Indicator Submit budget on time and in • requested format. • • • Outcome: Completed budget on time and • in appropriate format. • • • • • • • • • • • For more information about the Office of the Auditor-Controller you may visit • our WEBSITE at hftp:/Avww.co.contra-costa.ca.us/departlauditorfndex.htmi • and/or obtain a copy of the Comprehensive Annual Financial Report(CAFR). • • • • • • • • • 27 • • • • • • BUILDING INSPECTION • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 29 • • • • • BUILDING INSPECTION • • • INDICATOR NOTES: • • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 30 • • • • PERFORMANCE INDICATORS A. PERMIT PROCESSING Inspection/Permits 1999-2000 2000-2001 Percentage �..: ;StatisticsInclDec Ins ctions 65,996 54,461 -17°x6 • Permits 11,938 9,900 -17% CD Permits* 579 1 504 -13% PW Permits* 3,162 1 37789 +20% *Processed by CD & PW staff assigned to the APC. During fiscal year 2000-2001, the Department visited area homes and businesses 54,461 times to ensure that safe building standards are utilized in accordance with the 9,900 permits issued. INSPECTIONS DATA 70000 85,W6 60000 58'087 • 50000 48M5/,481 • 14 40000 30000 - 20000 - 10000 00002000010000 • 0 • 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 31 PERMIT DATA Application and Permit Center 14,000 - u,000 4,000 12,000 t,aye - - • 10,000 8,000 7BD r —�CD Permits • _ f PW Permits 61000 - . —*--61 Permits 4,000 - z88o z8a Z"l 2,000 ssz 4W � W7sm 0 5" • 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 • B. PERMIT ISSUANCE PERMIT PROCESSING & ISSUANCE ACTUAL INDICATORS PERFORMANCE 00-01 Residential Plan Review within 2 weeks 85% Commercial Plan Review within 3 weeks 65% Tenant Improvement Plan Review within 1 week 95% • The Department's structural engineers and plan checkers maintained high response times despite strong demand for plan review services. C. CONSTRUCTION INSPECTION CONSTRUCTION INDICATORS ACTUAL PERFORMANCE 00-01 • Residential 10 inspections per da —average 16 per inspector per da Commercial 6 inspections per da —average 4.6 per inspector per da Gra ing Residential/Commercial—3 per day 1 3 per inspector per dayj The Department's inspection staff was highly productive in relation to industry standards in performing the 54,461 inspections. 32 D. PROPERTY CONSERVATION CODE ENFORCEMENT CASES, w PERCENTAGE y � 'ENEE�. ;.CLOSLOS ED :�_ CED '%� • 590 788' 134% The aggressive enforcement resulted in more code enforcement violations being addressed than new cases being opened. 'This category includes cases resolved that were opened the prior year. For additional information pertaining to the Department, please visit the Department's updated web site at http://www.co.contra-costa.ca.us/departibi/index.htm 33 �^RECpRpER pLER 1 • • • • • • • • • • • • • • • • • • • 35 • • • • 1 1 CLERK-RECORDER 4 4 INDICATOR NOTES: Are these the appropriate indicators? ! • • Do they provide enough information? ! i • • • • • • • • • • • • • i • • • • • • 36 • • PERFORMANCE INDICATORS A. Elections Office 1. Objective: Maintain or increase productivity without increasing costs. Note: Costs for Absentees will increase as the volume of AV's increase. The statistics below are from the November 2000 election. a. Indicator: Percentage of absentee ballots per election 30.34% of ballots cast, this is the highest in the State r r 37 b. Indicator: Number of absentee ballots processed 117,784 This is 38,837 more than we processed during the March 2000 primary election C. Indicator: Cost per absentee voter • $ 2.34 d. Indicator: Cost per precinct voter $ 7.86 2. Objective: Review and correct voter registration roles. a. Indicator: Number of ineligible, non-resident voters purged (moved, deceased...) • 16,073 during 2000, which brings the total number of ineligibles removed to 58,271 during the last three years. This saves the County the cost of printing, processing, and mailing ballots, inserts, etc. • 3. Objective. Conduct"successful".elections with increasing automation. a. Indicator: Cost per registered voter $3.22 b. Indicator: Cost per precinct $1,590 (does not include regular salary or benefit costs) • C. Indicator: Time ballot unofficial tally completed on election day 12:52 am d. Indicator: Internet Web Site"hits" The busiest day EVER for the County website was November 7, 2000 (137,171 hits) this set a new mark that was set on the last major election day (March 7, 2000— • 44,920 hits) This shows that technology is increasing Elections Office public service by enabling immediate access r to important information— primarily online results and polling place lookup and directions. (Note: the average number of • "hits" on a weekday is 35,508) • 38 B. Recorder and Recorder Micrographics/Modemization 1. Objective: Maintain or increase productivity without reducing accuracy. a. Indicator: Documents recorded per employee 41,368/year (statewide average is 26,454/year) Contra Costa employees record 56% more than the state average. • Documents Recorded per Technician during 2000 • 45,000 40,000 41,368 . 35.000 • 30,0Do 25,000 26,454 • z0,0Do • 15,000- 10.0001 5,00010.000 . • Califomia Average Contra Costa b. Indicator. Percent of time in compliance with index requirements 77% -this is an increase of 8% over last year C. Indicator Documents ordered via the Internet 2,536 documents in 2000. We saw an increase of 20% compared to the first five months of 2000. d. Indicator: Web"hits"- how many people accessed • the Recorder's Office Website 5,202 (Aug. 2000—March 2001) e. Indicator: Number of downloaded files 1,679 (Aug. 2000—March 2001)The Recorder's Office had the 3rd most downloaded file for all of Contra Costa during the reporting period For additional information regarding the Clerk-Recorder Department, please contact Administration at 924-646-2955 or visit our web site at www.co.contra-costa.ca.us/departments.html and select"Clerk-Recorder" or"Elections." 39 • • • • • COMMUNITY DEVELOPMENT • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 41 • • • • • • COMMUNITY DEVELOPMENT • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 42 • • • • PERFORMANCE INDICATORS A. ADVANCE PLANNING 1. Update and maintain County Zoning Ordinance for consistency with General Plan 2. Update and maintain Williamson Act Program 3. Update and maintain General Plan. 4. Assist Board of Supervisors with various land use initiatives such • as development of the Smart Growth Action Plan. B. CURRENT PLANNING 1. Achieve a 92% - 100% rate for the number of completed applications compared to the number received. 2. Maintain at 6% or less the percentage of projects pending for two or • more years. (See Table 2) 3. Process 80% of land use permits, development plans, minor subdivisions and rezonings within one year; process 80% of variances and tree permits within six months. • 4. Reduce by 25% the average number of overtime hours contributed by the planning staff, and reduce by at least 25% the total number of overtime hours for the division. During the year 2000, the eight member planning staff contributed 1,155 hours. 5. Initiate and complete the public hearing process for at least two • code amendments that will streamline the planning process. Application Growth Dated Application Reduction - • - 250 ■Applications • 200 . Received • 150- 100- 50 100 ■Projects Over 50 2 Years 0 • 1997 1998 1999 2000 Table 2—Projects pending over 2 years were reduced to 17- under 5% of total applications. 43 C. REDEVELOPMENT and ECONOMIC DEVELOPMENT 1. Increase the amount of financial leverage achieved through funded projects. D. CDBG • 1. Increase the number of projects monitored for compliance with contract specifications. 2. Increase the drawdown rates for Federal funds as measured by • unexpended funds as a percent of annual letter of credit amount E. AFFORDABLE HOUSING FUNCTION 1. Increase the number of affordable housing units constructed/substantially rehabilitated/preserved, and homebuyers assisted. 2. Increase the number of housing services provided by fair housing/housing counseling agencies. • F. REDEVELOPMENT FUNCTION 1.' Seek assessed value increases in the redevelopment project areas. • 2. Increase the amount of private investment stimulated through contractual agreements. G. ECONOMIC DEVELOPMENT FUNCTION 1. Increase the number/dollar amount of business loans made. 2. Increase the number of jobs created (and link to job training/placement programs). • H. TRANSPORTATION PLANNING 1. Assure that 100% of plans, projects and programs reviewed are • consistent with the County General Plan. 2. Obtain revenue and resources for transportation planning and implementation. I. CONSERVATION SOLID WASTE 1. Increase . amount of waste reduction and recycling programs implemented. 2. Increase amount of waste diverted from landfills. WATER 1. Seek stronger restrictions on the discharge of salts and selenium from agriculture in the Central Valley. 2. Maintain collaborative dialogue among agencies, CALFED, and LTMS on • the potential for beneficial reuse of Bay sediment in the Delta 44 J. MANAGEMENT SYSTEMS AND FISCAL OPERATIONS PERSONNEL 1. Decrease time period positions remain vacant to three months. FISCAL 1. Complete CD portion of refunding process on 85% of the Land Use Projects within 60 days of decision. • 2. Complete CD review of customer fee inquiries within 60 days. INFORMATION TECHNOLOGY SERVICES • 1. Make available to public via Internet the zoning, General Plan • 2. designation and other information on APNs. 3. Make available to public and staff project status information. 45 ! ! COOPERATIVE EXTENSION ! ! ! i ! ! i ! ! ! i ! ! ! ! ! ! ! ! ! 47 • • • • COOPERATIVE EXTENSION • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 48 • • PERFORMANCE INDICATORS A. Objective: Extend research-based information to Contra Costa County residents through a variety of research and non-formal educational means. • Indicator: A total of more than 28,549 County residents have been reached through this important University of California-Contra Costa County educational and research partnership. Data: Referto Table 3 belowfor outreach by programs and methods. 49 • • • w TABLE 3. NUMBER OF CLIENTS REACHED BY PROGRAM AND METHOD Urban w METHOD Ag Youth Nutri Hort Env Ed Admin TOTAL w Not Workshops 1792 3350 76_ 370 Available 5588 w Multi-session w Classes 208 53 261 w Personal Consultations 455 76 36 1682 120 2369 w Group w Consultations 550 47 5143 300 6040 w 4-H Clubs 550 550 4-H Youth w Groups 1750 1750 w Extenders, Trained 350 24 300 674 w Extender, Outreach 65 2800 2865 Newsletters Mailed 5950 1200 413 7563 w Website Hits, w E-mail 861 861 w Other 28 28 w Mailin s Not w TOTALS 8197 7891 3219 8822 Available 1 420 1 28549 w w Outcome: Increasing numbers of County residents(including many of the most needy)are receiving quality educational resources from w Cooperative Extension. w B. Objective: Improve the nutrition-related practices of low-income adults. w Indicator Number of nutrition program graduates improved from pre-to w post-test on 24-hour food recall. w w Outcome: Of the 329 graduates of nutrition education program, 95.3%of graduates showed improved scores on 24-hour food recalls of foods eaten. County residents (families with children) w participating in Cooperative Extension programs are making important behavioral changes based on the education they w have received. w 50 w w C. Objective: Reduce the number and amount of environmentally toxic pesticides sold from locally-owned hardware stores. Indicator: Sales of pesticides reported to hardware stores. Outcome and Data: Contra Costa Central Sanitary District statistics indicate that reduction in sales of chemicals containing diazanon or chlorpyriphos ranges • from 20-35% in hardware stores cooperating in the "Gardening the Less Toxic Way" presented by Master Gardeners. D. Objective: Reduce the levels of diazanon and chlorpydphos in the waste • treatment water received at the Central Sanitary Wastewater Treatment facility. Indicator and Outcome: In analyses of effluent in the waste treatment facility, Contra Costa Central Sanitary District • reports"a significant'reduction of the chemicals in question in the effluent received through its waste treatment plant. E. Objective: Increase the public awareness of the University of California • Cooperative Extension's Master Gardener Program. Indicator. Increase in calls to the MG Hotline; increase in requests for MG speakers. The call volume to the MG Hotline has maintained a steady increase, justifying the separate • telephone line, which was provided to the MG Program by the County. The weekly article in the Contra Costa Times gives the phone number and web-site, where gardening information relevant to this area is presented in a timely fashion. The web- site was initiated in March 2001 and by the end of May 2001, • with little advertising, had received over 400"hits." F. Objective: Involve youth in their communities through community service, service learning, and participation in boards of directors of community agencies. Indicator Initiated and provided leadership to inception of a Contra Costa county Service Learning workgroup. Administers the Countywide Youth Commission. 51 • Outcomes: Teachers/agencies became acquainted with principles of service learning at two workshops held in the County. Youth teamed leadership skills and applied them to their • communities. Staff who work with adolescents increased their knowledge of how to effectively work with youth. • • G. Objective: Reduce the use of toxic pesticides in local apple and pear orchards. Indicator: Pesticide Use Reports and project records. • • Outcome: 89-99% of pesticides used in our "Reduced Risk Demonstration Sites" were very safe °reduced risle materials like oil, sulfur, and mating disruption. The use of more toxic pesticides was reduced by up to 73%over the course of three • years. • • Figure 1: About 80% of pesticides used in local apple and pear orchards (CONY, Conv) • are very safe"reduced risk"materials like oil, sulfur, and pheromones. Eighty nine to 99% of the pesticides used in our demonstration orchards (MD,IAP,BIFS) were reduced risk materials. • Applied Insect & Disease Management Materials 200 ®Reduced Risk oTraditianal • • 180 a ISO - 140 - 120 . 60140120 Q 100 • ° 80 s lu .- 60 _ 40 • o CL � • LW M01 wa1 M02 COW 9IF5 "2 M03 - CONN BWSI 1998 1999 2000 • • • • • • • 52 • • • 0 0 0 Figure 2: The use of more toxic traditional pesticides like organophosphates and 0 carbamates were reduced by 36% to 73% in our Reduced Risk (IAP, BIFS, MD) 0 demonstration orchards in 2000. 0 0 Applied Organophosphates & Carbamates • • 14 n Organophosphate ❑Carbamate (insecticide) 0 Carbamate(thinning) 0 0 12- 0 0 10 0 `v 0 � a 0 N � s C • O 0 a • 2 0 0 Lim WP MD1 INP1 MD2 CONY BFS 1AP2 M03 CONY BFS1 • (Co-) (Corn) • 1998 1999 2000 0 0 0 H. Objective: Provide information promoting environmentally friendly, 0 economically viable and socially just food production systems 0 in Contra Costa County. 0 0 Indicator: The number of requests for information by farmers and • prospective farmers and their voluntary attendance at Cooperative Extension classes, meetings, and workshops. 0 0 Outcome: The Farm Advisor sponsored 15 workshops (attended by 0 1,792 farmers or farm workers), provided 455 personal • consultations, and published 16 newsletters making 5,950 contacts with local growers. 0 0 0 0 0 0 0 53 0 0 0 0 0 • COUNTY ADMINISTRATOR • • • • • • • • • • • • • • • • • • • • • • • • i • • • • • • • • • • • 0 55 0 0 • • • COUNTY ADMINISTRATOR • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • O • • • • • • • • • 56 • PERFORMANCE INDICATORS A. ADMINISTRATIVE SERVICES 1. Maintain fiscal integrity of County a. Indicator: Maintain critical financial health indicators. Outcome: In 2000, the County earned long-term debt ratings of A 1 (Moody's) and AA- (Standard and Poor's), among the highest ratings of any California county; underlying obligation rating of AA and Aa by S&P and Moody's Investors Service; short-term ratings of MIG 1 (Moody's) and SP 1+ (Standard and Poor's), the highest possible short-term ratings. b. Indicator. Maintain a high overall measure of lender confidence. Outcome: In 2000, the County maintained a high overall measure of lender confidence in the County as measured by the Tax and Revenue Anticipation Notes (TRANs) Ratio = • County Interest Rate/One Year Treasury Rate (lower rate is better). The table reflects County issuers who sold TRANs of the same maturity (15 months) as Contra Costa County over the past three years. TRANs Ratio­M1 ::..;. County 1998 Ranking 1999 Rankin 000 Ranking Contra Costa 69.00% 1 68.0% 2 76.5% 1 Santa Clara 9.40% 2 68.0% 2 n/a n/a Sacramento 9.60% 3 74.8% 6 77.8% 2 • San Diego 69.70% 4 67.6% 1 78.5% 3 Riverside n/a nla 68.2% 4 78.5% 3 San Bemardino n/a n/a 68.9% 5 78.7% 5 :J C. Indicator. Goal of 5:1 return on investment in the Grant Revenue Improvement Program (GRIP). Outcome: In 2000, the return on investment (ROI) from • GRIP awards exceeded the 5:1 goal with a 9:1 ROI, and received an Award of Merit from CSAC. 57 2. Organizational efficiency, effectiveness, and excellence. a. Indicator. Satisfaction of Board Committee members with staff support. Outcome: 83% of committee members responded with the following overall ratings: e Category Unaccept < Sat Sat > Sat Exc Outstand Meeting Packets ✓ Agenda ✓ e Staff Advice ✓ Staff Responsiveness ✓ Staff Reports ✓ 0 b. Indicator: Percent of actions approved by the Board as recommended by the CAO. Outcome: In 1999, 99%. 8 C. Indicator: Number of County job classifications in which assistance was provided to identify essential functions to B further the achievement of affirmative action goals. Outcome: In 1999, a total of 304 job classes were reviewed. 3. Inter-govemmental cooperation and public access to government. a. Indicator: Number of abandoned vehicles removed from e unincorporated areas of the County; cost per vehicle removed. Outcome: In 2000, a total of 1529 vehicles were removed, A either by voluntary compliance or towing, at an average cost of$116 per vehicle. b. Indicator: Number of volunteers recruited; benefits to the County of volunteer services. A • 58 Outcome: Program Hours Animal Services 9,781 Contra Costa Regional Medical Center 23,152 • Friends of the Library 40,943 Libra -Project Second Chance 9,023 Library Volunteer Program 33,476 Volunteers in Probation IP 6,080 Sheriff-Coroner 56,200 • SAVES (Sheriff All-Volunteer Extended Services) RACES (Radio Amateurs Civil Emergency Services) Search and Rescue Air Squadron • Diving Program Amateur Radio Operations Cadets/Explorers EHSD Volunteer Program hours 75,854 Total Hours: 224,509 C. Indicator. County Administrator hours spent representing the County on regional bodies per month in 2000 an average of eighteen hours per month. Indicator: Measure of effectiveness or a 5 point scale with 1 representing low effectiveness and 5 representing high effectiveness. Effectiveness measure from other participants 4.5. Outcome: With so much day-today responsibility, many managers and administrators avoid regional bodies. This reduces their perspective and working relationship in collaborative enterprises. By spending time on regional • bodies and having been judged effective, the County is well positioned in regional matters. d. Indicator: Major department interventions made by staff. DEPARTMENTS OR AGENCIES RESULT Facilitated meetings between Probation Increased number of Probation and EHS foster cases eligible for federal funds and improved coordination • Provided computer assistance to ten Resolved computer system issues smallest departments Assisted Veterans Services in Richmond office was able to reopen developing a Board-approved staffing full-time Ian 59 DEPARTMENTS OR AGENCIES RESULT Facilitated discussion with cities and Prepared five-year financial outlook communities regarding East County fire for EDFPD and OFD services Facilitated agreement between Medical services provided in Probation and Health Services juvenile institutions Evaluated needs of airport Prepared analysis of current subcommittee revenues Established an interagency fiscal work Maximized and leveraged funding group across rigid children and family service boundaries Negotiated major annexation agreement Protected County from funding loss in City of Concord for commercial and industrial O properties in North Concord Negotiated master service agreement in Detailed costs for fair provision of Oakley services Conducted budget workshops for Instituted procedural changes in O departmental budget offices budget, purchasing and budget document preparation Conducted five hearings regarding Reconciled animal rights with pubic B dangerous animals safety Helped Human Resources with labor Helped develop costs pertaining to negotiations long-and short-term strategies O Redesigned interdepartmental and Improved consistency, predictability external charging and fairness of interdepartmental B charging Negotiated redevelopment agreements Protected County revenues Q with Brentwood, EI Cerrito and San Pablo Reviewed twenty-four annexation Twenty-four annexation proposals proposals submitted to LAFCO were approved Worked with EHSD, Health, Sheriff, Produced a new procedures Public Administrator, and County manual Counsel to revise County procedures S for indigent cremations and burials 0 Lead purchasing policies task force Published County Purchasing Guide Conducted a study of overhead charges Revised charging model of GSD Architectural Division Established a multi-department Forms and procedures updated committee to review and update standard contract forms and procedures Studied means to improve County Web Gave County Web page a facelift page A Sponsored results accountability Improved results accountability seminars 60 Outcome: Many of the County Administrators office functions are individual actions and cannot be quantified in the same way as repetitive actions, but they form a pattern of success and efficiency in resolving • problems and improving operations. B. CCTV/PUBLIC OUTREACH • HOURS Number of hours of "live" studio programming (such as; "For the 204 Record", "Ask the Doctor", °Mental Health Perspectives" and "A Car is Not a Home% a program on homeless families in Contra Costa). 204 total hours of first run programming produced. Includes re-airing • of programs during daytime and during the night between 11:00 p.m. and 4:00 a.m. Number of hours of local event programming. (such as "Urban Limit 720 Line Hearing", "Pleasant Hill BART Design Charettes", "Cesar • Chavez Celebration", "Martin Luther King, Jr., Celebration", "Awards of Excellence Ceremony, "Women's Hall of Fame Event", election coverage, multi-cultural events, library events and various youth leadership conferences. (720 hours of first run events produced.) Includes replays of some events, as well as, election coverage • during a presidential election year. Number of hours of satellite programming aired. (such as, FEMA, 468 "Recognizing Child Abuse Identification and Reporting", "Reading is Fundamental", and various national "Town Hall Meetings".) 468 • hours of first run satellite downlinks. Include some re-broadcasts of taped satellite programs. Number of hours of weekly Board of Supervisors meetings aired on 800 CCN. Number of hours of educational programming aired on CCN, 1008 • including tele-coursed from California State University — Hayward, Contra Costa Community College District, and Mt. Diablo Adult Education, as well as, general interest education programming. Number of cable complaints received from subscribers in 122 unincorporated Contra Costa. Number of tape duplication requests in 2000 was 640, generating 640 approximately $12,800 in revenue. Number of grants issued to 12 County departmentsidivisions for 14 video production. • Number of local announcements added to CountyNet. 480 Number of hits in 2000 to CountyNet, the electronic information cable 3000 guide, cablecast on CCN. Number of Public Information responses from web inquiries from 49 May 2000— December 2000. 61 Outcome: CCTV provided programming that is useful information or positive presentation of countywide events. Such programming would not be available otherwise. This effort prompts tape duplication requests and hits to Cableguide. C. CLERK OF THE BOARD Responses to requests from County departments for 278 research. Copies provided to County departments. 3,772 Res onses to requests from public for research. 249 Copies provided to public. 6,210 Timeliness of agendas and summaries 100% Accuracy of agenda and summaries 99% Outcome: Clerk of the Board produces records of the action of Board of Supervisors and other bodies in a high volume, high efficiency mode. D. HUMAN RESOURCES 1. Current Indicators: a. Indicator: Expand the utilization of Internet recruiting. Outcome: Expanded the utilization of Internet recruiting o through redesign of our Website, the establishment of an on- line application system and maintained 100% use of the O Internet as a recruitment tool for non-promotional exams. O b. Indicator. Streamline hiring procedures. Outcome: Coordinated with departments to include on-site employment offers to 150 applicants for complex and hard- to-fill positions. C. Indicator: Streamline examination procedures. Outcome: Streamlined examination procedures to include computer-based testing in the classification of Clerk- Experienced Level. B d. Indicator. Increase the percentage of frequency with which eligible lists are established. Outcome: Increased to 90% the percentage of frequency with which eligible lists are established within the time frames stipulated in the recruitment services agreements. 0 A 62 e. Indicator. Increase the.percentage of frequency with which Benefit packages mailed to new hires. Outcome: Increased 98% the percentage of frequency with which Benefit packages are mailed to new hires within three days of receipt of hiring forms by the Benefits Division. E. OFFICE OF REVENUE COLLECTION Parking citations processed on behalf of 35 issuing 70,444 • agencies. Gross revenue collected from parking citations. $1,784,674 Earned fees from parking citations. $189,519 Payment plans established for high cost citations. 410 First level appeals processed. 7,090 • Second level appeals processed. 1,026 Gross revenue collected from all services. $7.8 million Debtor payment plans established. 7,064 Annual amount collected per collector. $340,000 Earned fees and commissions. $2.0 million • Telephone calls made to debtors. 171,000 Collection notices mailed to debtors. 202,000 Outcome: Office of Revenue Collection pays for itself, generates revenue, • and efficient collection. F. POLICY AND INNOVATION INSTITUTE Hours of assistance with group and system improvement requested by • departments, programs, and other agencies: 624. Hours of contract to assist departments/divisions with multi-agency collaboration and system improvement: 412. Hours of classroom and workshop presentation:. 18. • Hours of contact with students: 3800. Level of satisfaction for 2000-2001: Charge 1999-2000 Overall Rating Leadership Academy 4.3 • Consultation 4.8 Retreats 4.0 1-5 scale 5 highest 1 lowest Outcome: Policy and Innovation develops and maintains "Best Practice • approaches to the many issues of management and leadership. 63 G. RISK MANAGEMENT 1. Number of Claims Reported and Handled during Fiscal Year Type of Claim FY'97-98 FY'98-99 FY'99-00 Workers Reported (new) 1,892 2,041 2,169 Compensation Open (previously reported) 2,705 2,850 2,747 Total Claims Handled 4,597 4,891 4,916 General and Re orted new 349 268 244 Automobile Open (previously reported) 343 315 252 Liability Total Claims Handled 692 583 496 Medical Reported (new) 34 20 21 Malpractice Open (previously reported 61 52 30 Liability Total Claims Handled 1 95 1 72 51 Outcome: Liability and medical malpractice have been steadily reduced. Workman's Compensation is on the rise. H. TRAINING INSTITUTE Number of regularly scheduled training courses conducted. 198 Number of County and other agencies' participants enrolled 4,327 in regularly scheduled training courses. O Number of completed participants who enrolled in regularly 3,765 scheduled training programs. On a scale of 1-4 (excellent), the average of participant 3.7 evaluations to training courses. O Number of new training topics introduced into the regularly 2 scheduled Countywide training curriculum. Number of custom training programs and organizational 63 O development services conducted for County departments. Number of custom training programs and organizational 24 development services conducted for cities and other agencies'. Revenue from County departments, cities and other public $100,000 agencies for custom training programs and organizational e development services. Number of contracted days for custom training and 125 organizational development services for County departments, cities and other public agencies. Number of pro-bona training and consulting services 15 provided to County departments, and individual managers and supervisors. 4 64 • • • COUNTY COUNSEL • • • • • • • • • • • • • • • • • • • • • • • • • • • • i • • • • • • 65 • • • • • • COUNTY COUNSEL • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • Do they provide enough information? • • • • • • • • • 0 • • • • • • • • • • • • • • • • 66 • • • • PERFORMANCE INDICATORS A. COUNTY COUNSEL'S OFFICE PRODUCTIVITY REPORT County Counsel's.Office Productivity Report FY 00-01 • FuNG101JAc"w" f Fr ez-95- I Fr s3-9e I Fr s4-9s Fr 95-96 1 Fr sbg7 I -,f sr-9a I Fv ss-99 I -,,n Ya • CML LrriaxmoN • A.New Cases Cpened 302 224 148 214 187 162 214 189 144 • B.Cases presently active 551 578 1 617 672 777 905 904 760 747 • C.Avg No.Lit cases handled,per DCC 38.3 37.3 I 37.5 42.3 48.5 49.1 45 36.5 34.1 I D.Avg svc hrs per lit Case.per DCC 42.3 43.3 43.1 38.3 33.4 33.0 36 44.4 47.5 • E Total litigation hrs 23293 25.053 26.557 25.731 25.924 j 29.729 32.529 33,755 35,451 • roawoca a+v a ua.c�wal ;;. • JuVENILE SERVICES • A Depend/ADandcnHeanngAppearances 7,038 ' 7.279 8.130 8,663 9.398 9,538 11,553 11,663 13.258 S.Avg No.Hearings Handled.per OCC 1218 1,182 1234 1251 1267 981 1,064 1,094 1,197 • C.Avg Service Hours per Hearing Appearance 1.33 1.37 1.32 129 128 1.65 1.52 1.48 1.35 • CONSERVATORSHIP(LPS) • A.Now Cases Opened 281 347 372 366 341 275 403 486 591 • B.Avg No.LPS Hearings,per DCC 613 605 849 687 721 NA 465 396 658 • C.Avg Service Hours per Heanng 2.55 2.68 191 2.36 225 NA 3.49 4.10 246 • • • • • • • • • • • 67 B. JUVENILE SERVICES PRODUCTIVITY REPORT Contests-Antioch,Dept 61,Dept 10, Dept 18, Richmond Contests set for Each Child Year Contests ism 1994 I 1,137 -' 1995 I 1,316 1700 1996 I 1,429 -- - - X. 1997 I 1,495 1500 1998 I 1572 1999 I 1694 , x • 2000 I 1849 11001 1994 1995 1996 1597 1998 1999 2000 Juvenile Dependency Matters-Briefs&Appeals • Juvenile Briefs & Appeals Year Briefs&Appeals 140 1994 I 21 ! 1995 70 t20 i 1996 I 109 100 i 1997 95 80 --- 1998 1 117 i 1999 109 so 1 2000 118 40 20 1994 1995 1996 1997 1996 1999 2000 • New Juvenile Dependency Cases Opened New Cases Opened A Year New Cases O enod 900- 1994 360 — ------_. 1995 443 800 --` ---- ` 0 1996 417 700 1997 I 526 ' 60o-- - -- 1998 555 _- 1999 812 so* rI 8 2000 ( 798 400 300 1994 1995 1996 119997 1998 1999 2000 68 C. LITIGATION PERFORMANCE MEASURES 1. Civil Litigation—Tort Unit. Assigned Cases. (a) Resolve 90% of cases with a remote chance° of liability by dismissal or judgment within estimated cost-of-defense liability targets. — 100% of cases were resolved within estimated cost of defense liability targets, and with no actual recoveries. (b) Resolve cases with a "reasonable possibility' of liability at a cost equal to or less than 75% of amount administratively reported at risk • and within liability targets. — 100% of cases were resolved at less than 75% initial estimate and with no recovery. (c) Resolve 90% of cases with a "probability" of liability at a cost equal to or less than amount administratively reported at risk and within liability targets. — 91% of cases with a"probability" of liability were resolved at less than initial administrative cost estimate. (d) No liability in 80% of assigned civil rights cases. — No liability in 70% of assigned civil rights cases, (e) Denial of liability, by settlement, dismissal, or trial, for violation of civil rights in 80% of cases litigated. — Denial of liability in 100% of cases litigated. 2. Other Civil and Administrative Litigation. (a) Uphold at least 80% of Board of Supervisors' decisions legally challenged. • No challenges decided during 2000. (b) Denial of civil writs of mandate in at least 80% of petitions litigated. — 100% of litigated civil writs of mandate were denied. 69 (c) Uphold at least 75% of department personnel decisions and actions in administrative proceedings (Merit Board, arbitration, etc.). — 92% of department personnel decisions that went to hearing in administrative proceedings such as arbitration, Merit Board, etc., were upheld. • (d) Uphold an average 80% of Assessor's assessment in business property tax appeals where roll value exceeds $30 million per case. • Achieved goal of over 80% on average for major appeals. • D. ADVISORY PERFORMANCE MEASURES • • 1. Respond to 90% of written requests for services requiring drafting or legal analysis within 30 days or negotiated time targets, including extensions. • — 91% of written requests for services requiring drafting or legal • analysis were responded to within 30 days or negotiated time targets, including extensions. 2. Approve 95% of County Counsel standard form contracts received within seven working days from receipt of request. Approved 98% of standard form contracts received within seven working days from receipt of request • 71 • e • • • • • • • • 70 • • 0 • • • • DEPARTMENT OF INFORMATION TECHNOLOGY • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 71 • • • • • • DEPARTMENT OF INFORMATION TECHNOLOGY • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • e • • • • • e • • • 72 e • • A PERFORMANCE INDICATORS • Indicator: Leadership, Innovation, Excellence and Education Objective: To consistently introduce new and innovative ways of properly employing technology within the County. Outcome: DoIT has continued to roll out multiple Electronic Commerce . applications for the County. The department (County) is represented as Co- Chair and member of two of the State of California's highest visibility business, Electronic Government and technology committees. The County's IT Team continues to be looked upon as a consistent leader in designing and implementing new technologies. Contra Costa County was included among the • less than 10%of ALL government organizations in the United States to have a working Electronic Commerce Strategy by the Public Technology Institute(PTI) and the National Association of Counties (NACO) in March of 2001. The County's Information Security program is viewed as a model for the rest of 73 California's 57 counties, and has been replicated in more than a dozen. Systems&Programming purchased and implemented a new Rapid Application • Development methodology. This methodology allows us to quickly uncover, gather, and document business requirements with customers. The DoIT is able to solicit consistent questions and receive comprehensive responses that will ensure the technical solutions created for our customers meet their business • goals and objectives. It is anticipated this tool will save up to 30% in costs associated with designing systems with the wrong input from the customer during the analysis and design phase of a project. DoIT has developed paper educational and marketing brochures. Through the leadership of our Electronic Government Liaison Team and our technical staff, we are developing this • material in multi-media format on mini-CDs. These will be available to all County employees and managers to share information about new technologies being tested and implemented throughout the County. • Indicator: Education of Team Members • Objective: The number of hours and number of staff who participate in formal training, conferences, seminars, and self-study courses is targeted above 90%. Outcome: One-hundred-percent(100%) of S&P staff participated in some type • of professional development courses. Over 85% of the remainder of DoIT staff • participated in professional educational/development courses. The department has numerous candidates for Bachelor of Science and Bachelor of Arts degrees in the making. The Department HIGHLY recognizes and fosters the value of advanced education. • Indicator. System Availability Objective: 100% availability of all County Wide Area Network connections and Enterprise class machines. The County's WAN transports over 55 trillion characters of data each month. The Enterprise class servers process over 8 million transactions each month. Outcome: WAN Availability=99.90%. Enterprise Server Availability=100.00% • Indicator: Production/Process Accuracy Objective: 98% of total production jobs will successfully complete. 98% of all Operations jobs delivered will be accurate. A Outcome: 99.58% of total production jobs successfully completed. 99.99% of total jobs delivered error-free. 74 0 o - 0 o Indicator: Income Generation (Economic Self-Sufficiency) o Objective: As the Department of Information Technology is a "cost free" o department, it is charged to recover 100%of its costs. County departments are ® able to use any information technology service provider they find applicable. Q That means DoIT must compete effectively with the private sector for business 0 opportunities within the County. o Outcome: Percent staff hours billed, Systems & Programming Staff = 116°x6. Q Percent staff hours billed, Desktop Network Services Staff= 112%. We follow a o business mold for our effort. o • Indicator: Customer Service Levels 0 o Objective: Resolve 85%of all customer calls at Level One(via telephone at the Q Customer Service Center) immediately(within 15 minutes). Results in improved o customer service, as well as increased revenue productivity by virtue of using "Level One" technicians to solve problems. 0 o Outcome: 88% of 12,476 customer calls to the CSC were resolved immediately o at Level One. This enables a more positive transition to technology. Objective: Meet or Exceed a Customer Satisfaction Rating of at least 95%for Q overall customer service to County departments, as measured semi-annually. o Outcome: Overall Customer Satisfaction Rating (annual survey) = 4.65 (93% rated Excellent). Systems & Programming Team scored 4.90. O 0 0 0 For additional information regarding DoIT programs see the following: • o • CCC website (www.co.contra-costa.ca.us). o . DoITs quick reference for IT service needs, a marketing and education o brochure 0 0 0 0 0 0 0 o _ o TS 0 0 0 0 O O O GENERAL SERVICES O O O O O O O O O O O O O O O O O 0 O O O O O O O O O O O O O O O O O 77 O O O • • • GENERAL SERVICES • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 7s • • • o . 0 o ' 0 o PERFORMANCE INDICATORS o The Stationary Engineers Division includes Stationary Engineers and two o Steamfitters that maintain mechanical systems, primarily related to HVAC. The o charts below show charge-out rates for County staff as being the lowest among o five counties and that Steamfitters are lower in cost than local private companies. o Stationary Engineer Hourly Labor Charge-Out Rates Compared to Other Counties o FY 2000-2001 O County Contra Alameda Santa ClSan Sacramento ara O Costa Francisco Hourly Rate $51.49 j$72.90 1 $68.97 $55.25 $55.84 O O O 0 0 O 0 O 0 O O O O O O O o 0 0 0 o - 0 o o 0 o : 0 0 ?9 • • • • • Stabonary Engineer HOuriy Labor • Charge-out Rates Compared to Other • Counties-1999 • $80.00 • $70.00 • w $60.00 • z $50.00 • a$40.00 ■Houriy Rate $30.00 • _ $ 0.00 • $10.00 $0.00 • G°�� ca0a2 G�a� °�y� epi • Goad PaC4� a��gaG � • � I • • Outcome: This demonstrates that the Stationary Engineers are providing cost-effective • service to our customers. • • Steamfitters (HVAC Mechanics) Labor Charge-Out Rate Compared to Private Sector Year 2000 • Company General Comm Air Martinez [Air merican Cal Air • Services Sheetmetal Hourly Rate $67.31 1 $81.00 1 $78.00 1 $81.00 $100.00 1 • • Outcome: This demonstrates that the Steamfitters are providing cost-effective service • to our customers. • • The Engineers have higher productivity as compared to Local 39, which sets the standard for private sector work. • Square Feet of Facility Space maintained per Stationary Engineer Compared to Industry • Standard, Local 39 County vs. Industry 2000 Contra Costa Local 39 Stationary Engineers • Sq. ft. maintained per 299,000 150,000 to 200,000 Stationary Engineer • • Outcome: This shows that the Engineers are providing a highly productive service to our customers. • • • 80 • A O O O O Q General Services Building Maintenance has taken a proactive approach to the reduction of energy usage. Electricians replaced traffic signal green and yellow incandescent A lamps with the more efficient LED (Light Emitting Diode) signals at County owned A intersections to save energy. LEDs last ten to fifteen years whereas incandescent Q lamps last only 12 months and in the past have been replaced annually. With the LEDs A annual traffic signal maintenance will be modified to exclude lamp replacement thus saving annual cost of purchasing lamps and labor replacement costs. LEDs will also A result in fewer call-outs associated with lamp failure. Nearly all red LEDs were installed A two years ago. All County owned traffic signals will be equipped with red and green Q LEDs by June 1, 2001. Below is a look at the estimated reduction in watts and savings associated with the new LED replacement project. O Q It is estimated that the County costs for purchase of LED lamps will be fully reimbursed A by the California Public Utilities Commission. (Units purchased for the 2/1/01 to 6/1/01 Q LED lamp installation project # of LED Lamps Purchased 956 A Gross County Costs $158,830 Q Less Estimated Rebate ' $158,830 Q Net County Costs $0 A * This program is funded by California utility customers and administered by the state's Q investor-owned utilities, under the auspices of the California Public Utilities Commission. A Traffic Signal Type Incandescen LED watts Estimated #of Reduction A t lamp watts reduction in units in kilo A watts per unit installed watts Q Green ball — 12 inch 150 12 138 732 101,016 Q Green arrow— 12 inch 150 13 137 97 13,289 Q Yellow flashing— 12 150 25 125 92 11,500 inch Q Red ball 12 inch 150 17 133 32 4,256 Q Red Arrow 12 inch 150 112 138 13 414 Q Total Reduction in Watts When LED In Use instantaneous 130, 475 Q Total Reduction in Kilo Watts When LED In Use 130.5 Estimated kWh Saved Per Year 571,590 A Estimated Annual Savings in Purchasing kWh (Based on 16 cents per kilo $91,454.4 A watts)** 0 A **The cost of electricity is increasing rapidly thus the dollar savings will be even greater A then listed. Q Outcome: The new LED project has resulted in energy conservation and savings for A the County. The County's traffic signals are now not only more efficient but also last Q longer thereby improving service to the Public. A A A A 81 A Building Maintenance also performed LED traffic signal replacement for 10 contracted cities that opted to participate in this energy saving project. Below shows the reduction in watts when in use for these cities. 0 • Traffic Signal Type Incandescen LED watts Estimated #of Reduction t lamp watts reduction in units in watts • watts per unit installed Red-8 inch 69 13 56 313 17,528 Red— 12 inch 150 17 133 552 73,416 Red arrow 12 inch 150 12 138 116 16,008 Yellow 12 inch 150 25 125 8 1,000 Green 8 inch 69 10 59 729 43,011 Green 12 inch 150 12 138 1825 251,850 Green arrow 12 inch 1150 1 13 137 769 105,353 Total Reduction in Watts When LED in Use instantaneous 508,166 Total Reduction in Kilo Watts when LED in use 1508.17 • Estimated kWh Saved Per Year 12,225,784 Outcome: The new LED project has resulted in energy conservation and savings for the contracted cities whose traffic signals the County maintains. These city traffic signals • are now not only more efficient but also last longer thereby improving service to the Public. Old T12 lights and electromagnetic ballasts are being replaced at Los Medanos by new General Electric T8 lights with electronic ballasts. The T8 fluorescent lights have lower • energy consumption yet better light resolution. The T8 light and ballast use 11.67 less watts per light than the T12 light and ballast yet have a 2% gain in light resolution. • Approximately 4000 T8 lights and 2000 electronic ballast will be installed. The T8 light cost $2.60 each and the electronic ballast cost $18.00 each. One electronic ballast is installed for every two T8 lights and PG&E will issue a $7.50 rebate per lamp. The Los Medanos project is to begin on April 26, 2001 and should be completed by June 1, 2001. Gross Approximate County cost for 1200, T8 light units $13,920 Less estimated rebate * $9,000 Net County Cost for T8 light units $4,920 *This program is funded by Califomia utility customers and administered by the state's investor-owned utilities, under the auspices of the California Public Utilities Commission. 0 82 0 0 0 0 0 o T12 light& T8 light & Reduction in Estimated units Reduction in electromagnetic electronic watts per unit to be installed watts o ballast watts ballast watts 41.33 watts 29.66 watts 11.67 watts 1200 14,004 watts o Total Reduction Watts when Lights in use 14,004 Total Reduction in Klo Watts when Lights in use 14.00 O Estimated kWh Saved per Year 37,588 O Estimated Annual Savings in Purchasing kWh(based on 16 cents per $6,014 kWh) ** o *'The cost of electricity is increasing rapidly thus the dollar savings will be even greater o then listed. Outcome: The T8 light replacement project has resulted in lower energy consumption o while at the same time providing better light resolution for our customers. O o The chart below shows that the Traffic Signal Electricians are maintaining a higher o number of traffic signal intersections per Electrician then any of the agencies listed. o -Comparison of Traffic Signal Intersections maintained/Electrician With Other Agencies Public Agency No. Intersections per Electrician 0 1999 2000 O Contra Costa County 83 87 Alameda County 29 67 o Concord 23 45 Walnut Creek 18 22 San Ramon 15 17 • 0 • Traffic Signal Intersections Maintained by Electricians With Zero Complaints on Quality • of Service 1998 11999 2000 % Change 0 376 1407 1425 14.5% • Outcome: This demonstrates that the Electricians are providing a highly productive service to our customers while still demonstrating excellent quality of service as o reflected in zero complaints on service. • • • 0 t► • 83 • • Due to increases in County space and aging County buildings requiring maintenance, work requests have remained high as well as staff productivity. • Number of Building Maintenance Work Requests Calendar Year 2000 6272 Building Maintenance Trades Hourly Labor Charge-Out Rates Compared to Other Counties FY 2000-2001. This again demonstrates that staff is providing cost-effective service. County Carpenter Electrician Plumber Painter Electronic Tech. • Contra $57.61 $59.50 $67.31 $55.44 $50.45 Costa Alameda $64.64 $67.38 $74.61 $59.38 NA Santa Clara $75.46 $82.38 $82.38 $75-46 $69.10 Sacramento $56.81 $59.71 $59.37 $56.94 NA San Diego I **** I � Ventura 1 $50.53 1 $54.28 $52.94 1 $49.27 1 NA ' San Diego County's rates are increasing due to increased electricity costs. They are unable to provide figures at this time. Outcome: This demonstrates that our Building Maintenance Trades are providing cost- effective service to our customers. The Hospital Maintenance Division maintains over 600 pieces of equipment and records each equipment-related task in a computerized maintenance system. A multi- disciplinary team including Stationary Engineers, Electricians, Carpenters, Painters, and Steamfitters complete requests for repairs/maintenance for the CCRMC. e There has been a slight drop in preventative maintenance tasks in calendar year 2000 as some tasks have been consolidated to increase efficiency in service and some buildings have been taken out of service. e Maintenance at CCRMC 11998 11999 12000 Number of completed tasks 14810 15608 15343 Work Requests have been consolidated for efficiency purposes for our customers. • d CCRMC Work Requests 11998 1999 12000 Number of completed Request 14660 15489 14550 Outcome: Reviewing and consolidating equipment related tasks and work requests improves efficiency for our customers. S 84 Custodial Services provides customer departments with furniture and equipment moves. The following charts show their response time for 2000 and the increase in work requests from 1999 to 2000 with no increase in permanent staffing. GOALS FOR CALENDAR YEAR 2000/2001 GOAL FOR 2000/2001 Percent for 2000 Make 80°x6 of all moves in 3 work days 182.2% NUMBER OF REQUESTS TO CUSTODIAL DIVISION Number of Work Requests in 1999 558 • Number of Work Requests in 2000 663 Increase 105 Percent increase with no increase in permanent staff 18.8% Outcome: Custodial Services has increased efficiency and the level of service to our • customers. The Fleet Equipment Services Workers have been increasing the number of jobs • completed within goal of one hour for four consecutive years. Percentage of Lube, Oil, and Filter Jobs Completed by Services Workers Within One Hour FY 1997-1998 FY 1998-1999 EFY 1999-2000 FY 2000-2001 GOAL • 71% 85% 89% 90% 95% • Percentage of Lube,Oil,and Flier Jobs Competed by Services Workers within one hour 100% • 80% �• :. • 60% • ` 400/0 r atc a 20% " " v Percentage of Lube,Oil,and 0% ".�.. o._ J:. Filter Jobs rn rn o o ¢ Completed by co co N N Services Workers • M rn c within one hour aow o N • LLL. LL LL LL Year Outcome: Completing 90% of all Lube, Oil, and Filter Jobs within one hour has resulted in more efficient and responsive service to our customers Fleet continued to reduce the number of vehicles with over 100,000 miles, as shown in chart below. Reduction in the % of Light Fleet Vehicles With Over 100,0.00 Miles FY 1996-1997 FY 1997-1998 FY 1998-1999 FY 1999-2000 FY 2000-2001 28% 25% 19% 15% 11% • Reduction in the % of Light Fleet Vehicles With Over 100,000 Miles 30% 2596 --*.—Reduction in 0 20°� the % of Light 15 Fleet Vehicles a 10°,6 With Over 5% 100,000 Miles • 0% <°,�� Year Outcome: This has allowed Departments with County fleet vehicles to drive vehicles, which are less likely to need repair. Grounds and Recycling Services have increased the amount of recyclable materials. The charts below show the increase in tonnage collected from the previous years. Diversion Of Recyclable Materials From Landfills Recyclable Tonnage 1998 1999 2000 Percent Chane • Sorted White Ledger 177 tons 324 337 4% increase • Cardboard 220 246 276 12°x6 increase � Newsprint/Magazines 127 128 114 11% decrease` Scrap Metal 35 67 73 9% increase 'Result of elimination of newsprint-based paper for computer printers and notepads. Outcome., The positive impact of increasing the amount of recyclable materials is two- A fold. First because the recyclable materials are sold, increasing the amount of recyclable materials processed increases revenue. Secondly, increasing the collection of recyclable materials has a positive impact on the environment by diverting these A materials from landfills while at the same time helping to preserve our natural resources. 0 86 S Diversion of Recycled Materials • From Landfills 400 • 350 - ■Sorted Mde 300 Ledger 250 . 0 200 ■Cardbaaro • 150 • 100 O New spr rtt& 50 SAM. Magazines • 0GScrap Metal 1998 1999 2000 Year The General Services Safety Coordinator has continued to conduct safety meetings on the subject of safe driving. Percentage of General Services Employees involved in preventable vehicle accident 1998 11999 12000 5% 3% 3% Outcome: Most GSD employees spend many hours a week driving to and from County work sites. The continued training has resulted in a zero percent increase in preventable accidents. Preventable accidents cause injury, as well as cost the County unnecessary expense. Employees in General Services are having fewer job related incidents, which resulted in reimbursement from Risk Management for the past four years. (Telecommunications is now not included. Reimbursement from Risk Management for Reduction of Worker Compensation Claims FY 1997-1998 1 FY 1998-1999 1 FY 1999-2000 1 FY 2000-2001 $118,408 1 $417,847 1 $481,766 $421,113 Network Administration staff maintained the General Services network so that it was kept up and running 99.2% of work hours for calendar year 1999 exceeding the goal of 99%. Network percentage of uptime vs. Goal for calendar year 1999 1999 Goal 99.2% 99% Outcome: The reliability of the General Services network has helped to create a very • productive work environment. • 87 0 • • The same classifications are used for Real Property Agents in General Services as are • used in Public Works, with the overhead being lower for General Services, for an overall lower charge-out rate. • Hourly Charge-Out Rates: General Services vs. Public Works 2000101 • Position shown at top step) General Services Public Works Assoc. Real Property Agent $73.06 1 $79.89 0 Senior Real Prop Age t $83.37 1 $104.40 Outcome: This demonstrates that the Property Agents are providing cost-effective • service to our customers. • 0 . o Total number of leases managed by Lease Management • FY 1999-2000 FY 2000-2001 % Chane o 169 184 8.9% Increase • • Leases Managed by Lease Management 0 190 85 - 180 5 180 ° ' `"^`F"XN Leases Managed 175 by Lease 170 <,,:• Management • 165 160 • FY 1999- FY 2000- 2000 2001 Year 0 0 Total number of leased square feet managed by Lease Management • FY 1999-2000 FY 2000-2001 % Chane o 785,141 sq. ft. 852,141 sq. ft. 8.6% Increase Outcome: Lease Management has increased efficiency in handling the new workload. 0 o 0 0 0 88 • 0 • • • • Through.training of departments, Purchasing has increased the number of purchases • made on Procurement Cards_ • Total transactions made on Procurement Cards 1999 12000 1 Percents a Increase 360 12378 561% • Procurement Card Transactions • • N 3000 0 2000 IS o ■Procurement Card • a 1000Transactions • 0 a-I- • d 1999 2000 Year • Outcome: The Procurement Card transactions eliminate Requisitions and Purchase Orders associated with small dollar purchases and allow one monthly payment to the bank instead of individual payments to a larger number of vendors, thus saving time and money Countywide. As the Procurement Card transactions increase, the number of Purchase Orders • processed decrease. • Number of Purchase orders processed annual) 1999 12000 Percentage decrease 10,998 19,553 13% • Purchase Orders Processed Annually • • 120M _ - " Vic: ? • 0 11000 i'.?f•'�r•'y''.' J ' • m ��r C�`: s Purchase Orders 10000 Processed Annual) Y 9000 -- • 8000 -7 IL 1999 2000 Year • • • • • 89 • • Number of formally advertised and publicly open d solicitations processed 2000 1 GOAL FOR 2001 74 1120 Number of informal non-advertised solicitations processed 2000 GOAL FOR 2001 6336 Increase by 5% Outcome: Increasing the number of formal and informal bids for goods and services will allow purchasing to obtain quality goods and services at the lowest prices for our • customer departments by entering more vendors into the competitive process. Number of small businesses certified with the County 2000 GOAL FOR 2001 • 1136 Increase by 15% Outcome: The certification of small businesses with the County is essential in identifying small businesses in order to reach the Board of Supervisors requirement that 50% of eligible contracting dollars go to small businesses. • Central Service has increased the volume of mail, the savings from postage, and productivity from last year as shown on the charts below. Items of Mail With Postage Added and Processed b Central Service within 24 hours 1998 11999 12000 1 % Chane 4,485,223 14,727,832 16,244,653 32% Increase Outcome: Consolidating mail processing to one centralized location increases efficiency and more importantly allows the County to qualify for the lower pre-sort rate. Mail With Postage Added and Processed a� 8000000 ..:..:, _ ._ 0 6000000 rf 0 Mail With Postage 400000 _ T ca _ Added and Processed 0 2000000 -`.." a 0 , 1998 1999 2000 Year 8 90 Savings for Mail Pieces Sent as Pre-sort vs. U.S. Mail by Central Services in 2000 Pieces of Mail Cost of U.S. Mail I Cost of Pre-sort I Savings 3,095,405 34 cents 130.4 cents 1 $111,435 Outcome: Central Service staff have processed and sent mail as pre-sort which has resulted in savings to our customer departments. Average Production of Copies on all Printing Presses in Millions • 1999 2000 % Change 11 111.3 2.8% Increase Outcome: Production of Copies completed on County printing presses have increased and are done at a lower cost than outside contractors resulting in savings to our customer departments. 91 r LIBRARY r r r • • • • • • • • • • • • • • • • • • • • • a • • • • • • • • • • • 93 • • • • LIBRARY • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • O • • • • • • • • • • • • 94 • • • 0 0 0 . PERFORMANCE INDICATORS O Q A. OBJECTIVE— PUBLIC SERVICE o Provide maximum service to public within available resources. O Q Performance Indicators and outcomes through comparison with the 38 other o library systems in the Bay Area: 0 1. Volumes held: The Contra Costa County Library has 1.45 books per capita, o eighth from the lowest when compared with other Bay Area libraries. O Q Contra Costa County Library Q Total Books Per Capita o Contm Costa County Library ., . o0Maneo.Free UlrarY etweersrbum 0 14.00 I Zerim Ra a uLrary o •-Y Raic ul-Y C3&.1- Rafe Libray oI ocae,ca�car.y ubr-y 0 12-00 j ■LLQ uaiee sa,eeL Lr-y •Hryn-e Rorie L&-7' .. OIabOLr Roie Larsy . - .. .. L7 Lhtemon RafeL�Y 0 10.00 ELM(intoe RaYc ubr-y 111 Wm cony Ree Lbray o Contra oM-.o oar,rale L2ray Costa I a 1NL VA"Pubic LbWY o 8.00County OMaebnNarRnlieliorjry oLibrary I �wW sly Ca+tr or-Y .. _ O00ftm Pubic Libray ao11OAf0ah'L"-Y ao1�_ay L,Dray 0 6.00 o LteDaaob CXY Rorie LJb., l7 tich-4 Pubic Lb Wy o - - a sen wai-,o Raic Lbr-y Os.,auno Raic Lb., 0 4.00 cs„F a Raic Larry o - 0 sn Jme RLic Lbray Sae LAWOoComefrdY Library s-Mo.Cant Lamy O Sen MMM Raic Ubriry 200 - oSW Wdd Rale Libr-y o _ os-.,a�city uw2r, o - - O sero ars Casty Libr-Y QSm=to Rorie Lb y oO SaenoCa..Y ubr-Y 1 ; C so i Cary Ldr-Y o I O scum stir Fr-,atao Rafe Litr-y Q Books ler Capita Comparison FY99-00 ■s Hde Pubic Lnr-y Oam.Ne Rorie Lary Q Note: Two jurisdictions have not reported Data Source: California Library Statistics 2001(Pre-Prim)) 0 0 Q 95 0 0 2. Funding: The Contra Costa County Library ranks 38 out of 39 Bay Area libraries in per capita funding. Operating Expenditures Per Capita COMM costa county uttrary • • $140.00 ■,ala,edacartyLtaay 113 s3=P4ft Lbay . , IDNare�RaeL�rary - - 1013ai.'ai°t�n6um ... .. i arm Retic ijb-ay $120.00 T.. Jl3EuO ' nWmPAirUtrjy Carca('aIaCartyUtray . cayCty Pu=linry �et7o.Lh6eesa+mlamaLbrayl $100.00 T aLadpr P tji Litray I IoLj.PLbicLb y t Contra I�LsceeosalicLbray Costa !�11�rnCariy Free t t7ay County 'ON6bi'afcRtitLi33y . + ■MII vWwy PLtllCUray $8000 Library .Otwrdin Vie.PtlicUXW +113N wQty4 c Utray OC;war Rtar.L r&y !OPabMbQtyLbay opmo=QtyL&W . . ! 13Pe* :dCtyPJiiicU-y $Cy0t .00 _: Lil ay o e Oran BIrD A!i¢tlh'ay OSn Raiasco Rtic tbray .. _ OSan,k%e Pile Dray i OSanLw-do C=mndyLbray $40.0W0 .. _ _ .. Ognfut30eoCartyUtray O - ASan Nflleo Ptic Utray i QS nR*WPtlicLSray - -- _ 13-sbroQa.0tyubay ■SaM 02.Carty Ubray $2100 IOSa�itcRtliclbray - OSdanCartyLiltay t5 - O' OSornreCoatyUbratY _ ■Sath San Frame Rt6e Ubw @SLHeieMPU*Ubwy O - 2Sury✓alaP3fieUtray 1 Opera&V Bpffi fihses Per Capita Cwpwison FY 99-M Note: Two jurisdictions have not reported Data Source: California Library Statistics 2001(Pre-Print) 8 96 0 O O O O 3. Staffing levels: Circulation per staff member is 27,107, fifth highest among O Bay Area libraries. O O Contra Costa County Library O Circulation Per Staff FTE O O Conba costa County Library ■Atan,maca,myubray OOpp Rea Uhrary 05eh,e&re-r,tw n O 45,000 113 gen ca Putl c Ut2ry j �.g�iyley O &rtirtgarte Prtlic Library Contra 113c,-4,n Casa County Library Costa ODatly Cty R>blic Ubrary OCountv M C b on Unified Sd,ed 0stria Utrary Library ktymud wait_bray O35.000 ctanaa,rPubiiouiray 0 Uwmure wait L xary ON los Gatos Pudic Library .Marin CauM Free Limy O 30. I O Mwb Pak Punic Ubrary O13MIl valley Pudic Library 0 Mwrtain V*%v Putlic Library Q25,000 O N4a crty--jry UWdJr . OC OdanC Pubic Library OO Pab Alto Cly Library 0 PleasuWn City Library 20,000 - - - ORmMood City Public Ubrwy O _ O Rchmond wtlic l brary - I OSSn Arse4ro Whit Library O 15,000 — asan enno Pudic Uhrary OSan Fraresw Putlic Ubrary OOgn lcw Pudic Uhrary 0San Lean=Camrm tyUUwy O1Q000 aSanMweoCa,,,yLib-a,y OSan MaeoPublic Ubruy O - 0 San Rafael Public Library 5X0 Ossa CL"Gty Ubra y O - Sarrta C]aa tour Uhrary O Sarssalgo Pudic Library ■Solarn Calm Library O - 0 Sonoma Count'L;bary 1 .So M San Framr=Rtk Library O •SL HeWo Putl ic Ciliary Circulation per staff FTE FY 99-00 a Pubic U O O O Note: Two jurisdictions have not reported. Data Source: California Library Statistics 2001(Pre-Print) O O O O 97 O • 4. The Contra Costa County Library has more volunteers working more hours than any other library in the Bay Area. Contra Costa County Library Number of Volunteers (Average FTE per Week) ■Alameda County Library • Contra Costa Courtly Library ®Alameda Free Library ❑Belvedere-Tiburon Benicia Public Library 25.00Berkeley Public Library Contra Costa Comty Library M Burlingame Public Library L 'Contra Costa County Library ❑Daly Qty Pudic Library 'a - Da n Unified School District Library Hayward Public Library s w....::.................:: :.:'.:::. ",.. -. .. - ❑Larkspur Pudic Ubrary 20.00 w Livermore Public Library �n 1 ELos Gatos Pudic Library Marin County Free Library 0 Menlo Park Pudic Library 0 Mill Valley Pudic Library j❑Mountain View Public Library 15.00 I ❑Napa City-County Library ❑Caldand Public Library ❑Palo Atto City Library ❑Pleasanton City Library E3 Redwood City Pudic Library 1000 i 13Richmond Pudic Library 13 San Anselm❑Pudic Library _ ©San Bruno Public Library 13 San Francisco Public Library ❑San Jose Public Library c _ ❑San Leandro Community Library 5.00- - C3 San Mateo County Library 13San Mateo Pudic Library ❑San Rafael Public Ubrary ❑Sart3 Clara Qty Library c• �Santa Clara County Library ❑Sausalito Pudic Library gSolaro County Library 0.00 B Scnoma Courcy Library ■South San Francisco Pudic Library Volunteer FTE Comparison FY 99-00 USt Helena Pudic Library USunnvvale Pudic Library O Note:Two jurisdictions have not reported. Data Source: California Library Statistics 2001(Pre-Print) There can be no argument that the Contra Costa County Library is an extraordinarily 8 cost-effective organization. With funding levels well below the national average and well B below neighboring Bay Area libraries, it consistently provides services at an above average rate, as cited in the David M. Griffith study of Contra Costa Library Operations in 1997. However, it is only through the efforts of a very dedicated staff that these outcomes are achieved. B 8 98 a Q B.OBJECTIVE—LOCAL SUPPORT GENERATED Q Q Provide local library service keyed to the needs of specific communities and resulting a in enhanced community support and funding. 0 Performance Indicators: 0 Q Levels of local community support continue to be critical to the growth of library 0 service in the county. The library is committed to developing service programs able to meet specific local community needs, resulting in increased local support. Specific 0 indicators of success include: local funds raised, grants received, volunteer hours 0 donated and public/private collaborations and partnerships established. 1. Local Funds Raised: Q Last year, funds provided by towns, cities and Friends of the Library for additional 0 hours of service totaled $1,180,000. 2. Grants Received: 0 Q CLSA Statewide Data Base Catalog Record. Enrichment Grant: This $10,000 Q grant will improve the functional use of the on-line catalog for staff and public. Q Philanthropic Ventures: Eight grants, ranging from $296 to $500 were funded in: Q El Cerrito, Lafayette, Martinez, Moraga, Oakley, Brentwood, San Ramon and Q Pittsburg. These grants provided funding for books to be used for a children's Q book discussion group; for programs to educate parents and caregivers about ideas and techniques to interact successfully with toddlers; for outreach to preschools and daycare facilities where volunteers provide storytimes to the Q children; for Spanish (bilingual) storytimes; for Lapsit storytimes with very young Q children (birth to 2 '/ years) when big books are required and for props such as puppets and storytelling boards to make storytimes more interactive. Q Technology for Teens in Transition: Initially funded by a State of California LSTA Q grant, the County Probation Department provided $10,200 for the second year to Q continue the program through 2001. The program was further supplemented this year by a grant from the County Law League, which donated $4,000 to cover the Q cost of materials. The program extends the resources of the library, including the Q Internet, to over 2,000 young people annually in the County's juvenile detention Q facilities. Q 3. Volunteers Q Q The Contra Costa County Library Volunteer Program utilizes the services of over Q 1,000 volunteers, including 175 Project Second Chance volunteer tutors, and works in cooperation with a variety of community organizations. Library volunteers Q Q Q 99 Q work in all areas of the library and provide outreach services that extend and enhance library services and support library staff. Project Second Chance volunteer tutors provide one-on-one literacy tutoring to adults. In 2000, volunteers throughout the county spent 86,223 hours helping the Library. A chart reflecting Contra Costa County's use of volunteers compared to other Bay Area Libraries is presented in Section V. A. 4. of this report. Volunteers brought storytime sessions to selected childcare centers in the communities of San Pablo, • Pittsburg, Bay Point and Concord through the Stories To Go" program, taught Internet skills, repaired books and tapes, delivered books to homebound readers, tutored adults leaming to read, shelved materials, and mentored incarcerated youth on Internet resources in the "Technology for Teens in Transition" program. • In addition to tutoring, Project Second Chance volunteers assisted with public education, advertising, fundraising and more. Friends of the Library groups and Library Foundations made tremendous contributions to libraries by purchasing new library materials, funding special programs, undertaking re-modeling projects, and advocating for libraries in their communities. • Outcomes: The library has continued to be successful in attracting community partners who help fund library services. A chart reflecting these partnerships is attached to this report. Cities and community organizations donated $1,180,000 for extra hours, grants provided $163,502 for programs and equipment, and volunteers (including Friends groups and our other volunteer programs) contributed over 86,223 hours of service. Library Friends and Foundations also contribute approximately $350,000 each year for the purchase of books, furniture and equipment for local branches. C.OBJECTIVE— ENHANCE STAFF SKILLS Provide staff with opportunities to enhance technical and professional skills resulting in increased performance and job satisfaction. Performance Indicators: By making a variety of training courses available to staff, they are able to increase e their performance and motivation and continue to provide excellent services to the patrons who use the library services. Training is provided as follows: 1. New Employee Training: New library employees receive their initial training at the Central Library. All new employees receive an orientation to organizational policies and training in customer service, circulation functions, using the online catalog, and communicating via e-mail. Then to varying degrees, depending on their position, they receive basic reference training, an orientation or in-depth training in Internet, 100 0 0 0 in-depth training in electronic and other information resources, govemment documents, business resources, local history and other collections and services of 0 the Library. In all, they spend two to three weeks in training before going to the 0 service unit or branch of assignment. Professional staff who come to us from other Q libraries have commented on how thorough and helpful our training program is compared to other libraries. All new employees also attend a New Employee 0 Orientation, which is now presented quarterly throughout the year. Q 2. In-Service Training: A variety of workshops are developed and offered by staff to provide functional Q and in-depth knowledge of various applications, collections, and services. In the 0 past two quarters, these have included: Youth Services Program Development, Q Advanced Word training, and training in the Library's new Lotus Notes e-mail system. 4 Q 3. Staff Development: At least 16 staff participated in the series of training workshops provided by the 0 State and the Stanford Institute on planning, developing and building new libraries. Q With the new Gates Computer Lab in-place at the Central library, staff have been Q able to take advantage of new training sessions offered through InfoPeople, and Q more than twice as many staff attended sessions this year as compared to last year. Staff also attended many of the programs offered by the Training Institute Q which were piloted a year ago. All staff participated in the annual All Staff Training Q Day which focused on Innovation and Managing Change. The Deputy County Librarian for Support Services was selected to attend the first Stanford-California State Library Institute on 21st Century Librarianship. The Q Institute offered an intensive, interactive, residential program at Stanford to explore Q leadership, information technology, library collections and services, copyright and fair use, organizational effectiveness, facilities planning and emergency Q preparedness. A Califomia State Library Grant underwrote the full cost of the Q residential program. O Outcomes: Q Q Customer satisfaction with library services continues to be high. Staff feedback on Q training has been positive. Q Q Q Q Q Q Q 101 Q Q Contra Costa County Library Partnerships— February 2001 The following pages provide examples of partnerships between the County Library and the cities, communities and schools districts served by the library. In addition to these specific partnerships, the library is very grateful for its relationship to a number of community groups that help increase the effectiveness of library services, including the • following: • • Library Friends and Foundations: Every library in the Contra Costa County Library has either a Friends of the Library group, a Library Foundation, or in some cases, both. These organizations deserve special notice and thanks for their tremendous contributions to libraries throughout the county. Friends and Foundation members donate over 40,000 hours of volunteer time and over $500,000 annually to the library. Some Friends and Foundations have undertaken major capital campaigns for new facilities and opening day collections, some fund additional hours of service, and they all work extraordinarily hard to raise funds that enhance the library's collections, programs and facilities. • Volunteers: Over 1,000 volunteers of all ages donate their time and expertise at all library locations to help extend, enhance or supplement library services and to support library staff. The Contra Costa County Library has more volunteers working more hours than any other library in the Bay Area. Volunteers read stories to children, process donated materials, teach Internet skills, repair books and tapes, deliver books to homebound readers, tutor adults learning to read, shelve material and much more. The value of volunteer hours, coupled with the monetary contributions of the Friends and Foundations, places the total financial benefit of Contra Costa County Library volunteers at approximately $2 million annually. • Library Commission: The library has a 29 member Library Commission that advises the Board of Supervisors and the County Librarian on library matters. This dedicated group is very knowledgeable about the library and, together with representatives of Friends and Foundations, often provides the leadership for efforts to improve library service in Contra Costa County. o • Service Clubs: The Contra Costa County Library has an historic and very strong relationship with many service organizations such as Chambers of Commerce, Garden Clubs, Women's Clubs and Junior Women's Clubs, National Charity B League, American Association of University Women, Retired Senior Volunteer Program, Volunteer Center of Contra Costa, Kiwanis, Lions, Boys and Girls Clubs, Mother's Clubs, Junior Achievement, Masonic Lodges, Rotary, Welcome Home Baby, Historical Societies, Ethnic and Multi-cultural organizations, Scouting organizations, American Association of Retired People, and Soroptimists. The annual list of contributions and activities that these organizations provide to support the library is extremely lengthy and greatly appreciated. 0 A 102 0 • Contra Costa Reads! 2000: In 2000, the Contra Costa County Library successfully partnered with Pacific Bell to provide a library card and a library experience to 0 second graders in the library's service area. 10,250 second grade students in 494 0 classes in 114 schools have been visited. We estimate that 86% of second graders 0 now have a library card and have had an introduction to the public library. 0 Businesses: Numerous local businesses and corporations provide donations and 0 assistance to the libraries. Businesses have volunteered for Make A Difference Day, 0 donate food and prizes for library events, provide space for book sales, buy O furniture, sponsor children's programs, donate books to the library, and much more. 0 Community events: All Contra Costa County libraries participate extensively in 0 community events and activities, including back to school nights, Art and Wine O Festivals, Tech Fairs, Friends of the Arts, community holiday celebrations, Fall Festivals, School District Fairs, Citizenship Fairs, Police Fairs, Issues Forums, 0 Community Information Fairs and community parades. 0 0 Project Second Chance: The library's adult literacy program is highly successful in 0 part because of its many partnerships, including: Contra Costa County Community Services Department and Head Start, Contra Costa County Housing Authority, East 0 Bay Works One Stop Career Center in San Pablo, Contra Costa County Health — Substance Abuse and Criminal Justice Department, Diablo Valley Ranch, Delta 0 2000, Lafayette and Orinda Book Stores, Rakestraw Bookstore and Bonanza Books, Orinda Women's Club, Lesher Foundation, Soda Foundation, Lowell Berry Foundation, Teen Moms at Loma Vista Adult Ed, Martinez, Mt. Diablo, Pittsburg and West County Adult Schools, and Diablo Valley and Los Medanos Colleges. • Pennies for Libraries: The Library has partnered with Bank of America and child care centers throughout the county to collect pennies from children and their families which are then presented by the children to the libraries during National Library Week. The money is counted by Bank of America and spent by the libraries on O children's books. 0 103 LIST OF SIGNIFICANT PARTNERSHIPS WITH THE CONTRA COSTA COUNTY LIBRARY ;BLANCHE :Pi4RTNERSHIPS.;IIVITIC)�Tf ` =PARTNERSHIPS_WITH THE: : —IF MMUNITY AND SCHOOLS... ANTIOCH City has funded 11 additional • Friends have funded one additional open hours per week since hour of library service per week since 1993/94 1998 • Antioch Friends of the Arts funded a mural on the library's exterior in 2000 • • Friends of the Library raised funds for new carpeting (1997), circulation desk (1997) and reference desk (1998) • Los Medanos College co-sponsors a fundraiser Tellebration for the library BAY POINT . Library operates as a joint-use library at the Riverview Middle School, operated jointly with the Mt. Diablo Unified School District • • Bay Point Homework Help Center- Volunteer-run homework help assistance provided in middle school library since 1995 • Local businesses support the Summer Reading Program BRENTWOOD . City and community raised • The Friends raised $150,000 to $150,000 for construction of construct a new children's room new children's room which opened in 1995 • City funded $25,000 refurbishing of the library in 1998 • City has funded 19 additional open hours per week since 1999 • City provided $20,000 to augment the book budget in 1999 • City will spend $10,000 to purchase a new circulation desk in 2001 B . 8 104 a 0 BNHE, "' :''E,=PAR'1'NERSH1PSkWIFH�CFT1 =u;;� :;;_u PARTNERSHIPS WITH THE _=µ 0 `COMMUNITY AND SCHOOLS .. '.x•. a� ...��..�- �.-..«ate=.�..,.a.�::._..x:�.a h;._-�. ; -�7 0 CLAYTON . City spent $2.8 million in 1995 to e Foundation spearheaded 0 construct a new library, successful efforts to obtain state 0 including furniture, furnishings grant for library 0and equipment . Foundation has paid for a part-time • City spent $500,000 for the volunteer coordinator to manage 0 opening day collection branch volunteer program since 0 • Project now underway to 1998 0 landscape around the library • Successful volunteer program 0 and add parking facilitates library operations and • City has funded additional hours enhances services 0 of service since 1995 0 • City funds ongoing facility 0 maintenance O CONCORD • City, County and JFK University • Through Wilruss program, the library are participating in a joint works with local child care facilities, 0 planning effort for a joint-use including Head Start centers by 0 library training and scheduling volunteers to Q • City has funded 13 additional do story times in these facilities 0open hours since 1993/94 • Concord Library is working with the • City augments the book budget Mt. Diablo School District and 0 annually Concord Chamber to plan an annual Teacher Recognition Event for all 0 teachers in the district, January 2001 resent 0 CROCKETT • The Library has partnered with the Crockett Community Foundation and the Friends to provide extended hours and services and additional materials for the last ten years O C & H Sugar contributing to cost of replacing the roof O DANVILLE • Town provided $4.8 million for • Foundation conducted fundraising the construction of the new campaign to raise funds for the new Library which opened in 1996, library and the collection, contributing including all fumiture, $300,000. for additional books for O furnishings and some equipment opening day Town funded.12 additional • Contributed $100,000 for materials hours of service each week from each year for two years following the 1993/94 to 1995/96 and has opening of the new library and make funded 25 additional hours each annual contributions week since 1996/97 . Friends created an Endowment fund • Town funds ongoing that has raised $250,000 maintenance of the facility 105 %33MCH -; ,: R,T� SM ,���: PARTNERSHIPS WITH THE WCOMMUNITY AND SCHOOLS • Town through its Technology • Friends run a bookstore in the library Fund has purchased numerous that is open every day from 12-5. computers and equipment This raises approximately $1,000 per • month for the library EL CERRITO • City donated resources and/or • Masonic Lodge, Rotary Club, and volunteer labor to repaint the local businesses donated resources exterior of the building in 1998 and/or volunteer labor to repaint the • City install new landscaping in exterior of the building-1998, install • 1999 new landscaping-1999, and relamp • City relamped and replaced and replace lighting covers in the interior lighting covers in 1997 interior-1997 • The Albany-EI Cerrito Access group • and the Albany-EI Cerrito Exchange Club conducted fundraisers to fund $2,700 worth of ADA equipment • The branch manager serves on the Ed Fund Board (West County Public Education Fund), which carries out a major annual Teaching Excellence Awards Banquet to recognize outstanding teachers, and awards school and teacher.grants each fall • From 1996-2000, the EI Cerrito and Pinole branches participated with a coalition of agencies to provide an After School Enrichment Program for • the West Contra Costa Unified School District. The two branch libraries recruited, trained, and directed volunteer homework helpers who met with students after school in the school libraries for homework e assistance EL SOBRANTE • EI Sobrante Library was Rotary project for 3 consecutive years. They painted building exterior(1997), painted interior ceiling and walls (1998) and in 1999 they partnered with Friends of El Sobrante library on carpeting project • Friends of EI Sobrante Library raised $25,000 to recarpet & refurbish library interior. County contributed movers, A painting, cleaning and contractors. 0 -- 0 106 8 A 40RWCHIES5FPARTNERSHIPS WITWCFPFY�5a=' R*� -ARTNERSHIPI&W117H MMUNITY AND'SdH­00C HERCULES City has partnered with the Hercules Library Commission and library to begin the planning library staff have conducted focus process to build a library and groups and community interviews to provide library services in form the basis of a needs Hercules assessment. • City has appointed a 9-member • Library staff are working with a Library Commission to plan for a subcommittee of the Library library Commission, the West County Unified School District and the City of Hercules to develop innovative library services through the schools and the Hercules Recreation Department KENSINGTON Kensington Friends raise funds annually for the book collection and plan and offer programs for the community Business partners of Friends sponsor special arts LAFAYETTE * City has provided funds for an programs. Lafayette Community Foundation additional 10 hours of service weekly since 1994 created in 1999—its first project is to * Library Vision 2000: raise funds for a new library representatives from the City Friends of the Lafayette Library Council, School Board, Contra conducted "Dollars for Hours" Costa County Library, and a fundraising campaigns beginning in variety of community 1994 to provide additional hours at organizations worked together the Library to assess the current Library and identify the need for a new 0 Friends have raised over $500,000 facility. Report was completed in for a new library October 1999. 0 The Library provided school library Library Building Committee was services to the Lafayette Elementary created in February 2000 to plan School while the campus underwent for a new library. Members major renovation work in 1997/98. include representatives from the 9 Lafayette Juniors selected the library City Council, City Staff, School as a Major Philanthropy for 1999 and Board, Friends of the Lafayette raised $22,000 for library materials Library, Lafayette Community and selected the library as a Minor Foundation and Library Philanthropy for 2000 and will donate Administration. 20% of all monies raised for the Minor awards, to be used for resource material 107 V570 .1 fE PA RTNERSHIPSVV11T1t. PARTNERSHIPSWITH.THE- J _ :COMMUNITY AND..: Hwil6 • Lafayette Historical Society and library prepared a grant application for historic materials preservation in 1996. Historical Society archives are • stored in the library. • Finney Foundation has contributed funds for furniture and established an endowment in 1995 that provides an annual income to purchase children's • material. • The 3 Lamorinda Friends obtained a $72,000 grant from Long's for computers and furniture • MARTINEZ . City co-sponsors with the • Martinez Community Foundation Friends and the library a series provided $30,000 to renovate library of children's programs interior in 1995 • City oversaw the 1995 renovation of the library MORAGA . Town, Friends and County . Moraga Historical Society Center completed major renovation of addition was built onto the Library in the library in 1998. 1999 • Friends of the Library created a Book Sale Room in the library for additional fundraising • St. Mary's College-Work study agreement offers Library Student Aide positions at the Library • The 3 Lamorinda Friends obtained a $72,000 grant from Long's for computers and furniture e OAKLEY . City participated in grand • Library operates as a joint-use library opening of joint-use library in at Freedom High School operated 1999 jointly with Liberty Union School • Library is depository for City District documents Community planning and participation • • Library participated in Oakley in grand opening of joint-use library at Incorporation Celebration 1999 Freedom High School in 1999 • City established Community Center/Library Task Force committee in 2000 ORINDA . City constructing and furnishing • Friends of the Library have raised$5 an $8.8 million library, opening million for the new library Summer 2001 A 108 A 0 8 ARTNER3HIPS WIT-WCl PARTNERSHIPS WITH THE:,.- � - COMMUNITY AND SCHOOLS;s MEN • City and Friends of the Library • The 3 Lamorinda Friends obtained a have funded 15 additional hours $72,000 grant from Long's for 0 of service weekly since 1993/94 computers and furniture • Orinda Junior Women's Club and library have worked with pre-schools in Orinda since 1993 to provide books 0 for subjects pre-schools are studying 0 • Library worked with John F. Kennedy 0 University in 1996/97 to offer Internet 0classes to community. PINOLE City Redevelopment Agency • The Pinole Rotary Club and the 0 replaced the library roof(the Hercules Lion's Club and Mechanics 0 library building is owned by the Bank have been co-sponsors of the 0 County) through a contract that Teen Writing Contest for 10 years. repaid the City through • The Filipino-American community of 0 increased library open hours Pinole and Hercules is working with 0 and materials budget since library staff to plan the 11 th Annual 0 1996. Dr. Jose Rizal Celebration which is 0 New contract will extend this held in the library each year to agreement with a match from highlight the Filipiniana collection and 0 the Redevelopment Agency to services. The Filipino American 0 replace carpet, rearrange the community has held fundraising 0 public area, upgrade the public events to contribute funds for the restrooms, and renovate the Filipiniana collection and to support 0 entrance. The City will manage the cost of this annual event. 0 the project. The branch manager serves on the 0 • City partners with the library by Ed Fund Board (West County Public 0 hosting the Teen Writing Education Fund), which carries out a Contest Awards Ceremony in major annual Teaching Excellence 0 the City Council Chambers, and Awards Banquet to recognize filming and broadcasting both outstanding teachers, and awards 0 this event and the annual Dr. school and teacher grants each fall. Jose Rizal Celebration through From 1996-2000, The EI Cerrito and their cable television Pinole branches participated with a department. coalition of agencies under the 0 direction of the Ed Fund to provide an 0 After School Enrichment Program for the West Contra Costa Unified School 0 District. 0 • From 1996-99, the Pinole branch 0 conducted a Teen Peer Tutoring 0 Program in the library meeting room 0 0 0 109 • SHE . R A6'- TNER$HIPs ':PARTNERSHIPS WITH THE >: M; .... ... ...... _....... .... .... ..-CA. OMMUNITY AND SCHQOLS�'�_.,e.. PITTSBURG City recently funded new carpet • Numerous community groups, civic and provided additional prize for organizations and businesses Summer Reading Program (pool contribute funds for a variety of pass) purposes • • City has provided funds for 11 • A Youth Development Services additional hours of service since agreement between CC Office of 1993194 Education and library places a high • City employees chose library as school student in the library for • agency to volunteer to help afterschool homework help • City is planning a renovation assistance and expansion of the library • Through Wilruss program, the library facility works with local child care facilities, including Head Start centers by • training and scheduling volunteers to do story times in these facilities. PLEASANT City, Redevelopment Agency • The Pleasant Hill Foundation HILL/ and County negotiated an provides funds through the Friends • CENTRAL agreement about the former for Summer Reading Program and Oak Park Elementary site paid for a mural in the Children's Rm • The CCC Genealogical Society has developed the Heritage collection and provides volunteers to assist the • public with genealogical research • The Pleasant Hill Recreation and Parks District provides prizes for the Summer Reading Program RODEO • The Library partnered with the Rodeo Municipal Advisory Council, which provides funds for extended hours. SAN PABLO The City provided a new library • Through Wilruss program, the library facility, including all furniture and works with local child care facilities, furnishings, which opened in including Head Start centers by 1999 training and scheduling volunteers to do story times in these facilities SAN RAMON • City funded construction of Community sponsorships for 1996 library in 1989 and funds Smithsonian exhibit: 36 local ongoing maintenance sponsors donated $58,500 in funds • City has funded 27 hours of and estimated $43,669 in-kind library service since 1993/94 services or items • City has funded a part-time Community sponsorships for 2000 Volunteer Coordinator since Smithsonian exhibit: 40 local 1996 sponsors donated $38,153 in funds and estimated $44,369 in-kind services or items 110 Q Q Q Q ERSHI ,;PARTNERSHIPS..WITH.THE`=; 3 n Q �COMMUNITYAND SCHOOLS ,„ Q City funded $50,000 over a four- • Kiwanis Club of San Ramon Valley year period for the collection annually sponsors the International (1996-2001) Storytelling Festival Q • City is a sponsor of jazz • Contra Costa Newspapers--major Q programs 1996 2000 sponsor of jazz programs; providing Q • City supported purchase of printing of brochures and tickets, and Magazine Collection (1991), free advertising designed by their Q purchased microfilm printer staff Q (1994), pays annual • Chevron—Major sponsor of jazz Q maintenance contract for programs 1996 $25,000, 1997-1999 Q microfilm printer(1994-2000) $2,500 each year, 2000 $25,000 • City is partnering with Contra • The Blackhawk Museum has co- Costa County Library and the sponsored family archaeology Q Community College District to programs, provided displays, donated Q build a new joint-use library in museum as site for jazz programs the Dougherty Valley (1998, 1999, 2000 Q • City is planning a new library in • Business InfoTrac—Local businesses Q the City Center supported the cost of this system Q • Jazz assemblies in public and private Q schools in 1996 (16,181 students and teachers in 26 schools)and 2000 Q (7,169 students and teachers in 13 Q schools); paid in part by PTAs, half by Q grant to Foundation from Music Performance Trust Fund of Musicians Q Union Q 1997-2000 Scholarships to one Q music student at each of three high Q schools in district for jazz summer camp funded by Foundation Q • Foundation raised funds for opening day collection Q WALNUT . City has funded additional • Walnut Creek and Ygnacio Valley CREEK and weekend hours at both Friends have funded additional YGNACIO branches since 1994 weekend hours at both branches VALLEY . City has completed a needs • Foundation for major fundraising assessment, building program, created in 1998 Q and schematic design for a new . Planning for broad partnership library to replace the downtown between library, City and Walnut library Creek School District began in 2000 Q • City is funding a partnership . Chamber of Commerce newsletter Q between the library, the City and runs a regular column on the library Q the Walnut Creek School District . Volunteer book delivery project Q developed with Rossmoor Q 111 Q Q • Russian language collection and • volunteer programs established in 1999 • Katherine Sundquist Learning Center created by Ygnacio Valley Friends in 1998 • • Ygnacio Valley Friends renovated the meeting room in 1999 • Casey funds used to relamp the Ygnacio Valley Library to reduce energ use in 2000 0 B 112 O O O O PUBLIC WORKS O 0 a► O O O O O O O O 0 O 0 O 0 O O O 0 0 0 O 0 0 Q e 1 113 • • • • PUBLIC WORKS • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • 114 • • • O O O O PERFORMANCE INDICATORS O A. ENGINEERING SERVICES O O DEVELOPMENT PLAN REVIEW TIME O Type of Standard Total Percent Average Percent of Percent of Review Turnaround Processed Increase Time Review that Review that O Time In 2000 From Taken Exceeded Exceeded O 1999 (Days) Standard Standard O 2000 1999 O 1 30 days 40 -11% 18.0 1 15% 31% 2w 20 days 32 -26% 11.9 19% 35% O 3 10 days 31 -28% 13.2 39% 40% O 4 or 10 days 89 -7% 8.1 21% 25% O more O O Outcome: As our County continues to develop, the nature of work performed in the O Land Development Section of Engineering Services has changed dramatically. With O the exception of a few large developments (Dougherty Valley and Discovery Bay West) most of the developments occurring are complex infill projects located on O difficult sites and within older previously developed areas with infrastructure that is O already at or beyond capacity. This results in projects and processes that require a O more proactive role coordinating much more closely with the surrounding O community. This increased involvement increases the time and cost required for developments to be approved but is essential to insure that the existing community 0 does not suffer as a result of the new development. Our average turnaround time 0 was reduced from last year, however, due to our recruitment and retention 0 challenges, it is difficult to meet the demands on staff. O O O O O O O O O O O 0 O O O O O B. DESIGN/CONSTRUCTION (PROJECT DELIVERY) 2000 1999 1998 Number of construction projects 15 33 25 completed Total cost for completed projects $5,600,000 $10,000,000. $8,400,000 soon- ;;e�• '���. G'. �", y,.:. _rteAQ W r>, 00 - ••r.•� • Performance indicators Dept. in 2000 Dept. in 1999 Statewide Averages Preliminary engineering costs as a 13% 13% 19% • percentage of construction contract Contract administration as a percentage 16% 12% 10% to 20% of construction contract Amount of change order as a 8% 7% 10% percentage of construction costs I • Outcome: Compared to the statewide averages, we are at or below statewide averages for preliminary engineering costs, contract administration costs and the amount for change orders as a percentage of the construction costs. C. MAINTENANCE(WORK ACTIVITIES) ACTIVITY QUANTITY COST AVERAGE BUDGET COST COST Inspect, clean & repair 957 $103,087 $107.72 $175.00 h drau ers Replace traffic and 2,411 $217,615 $90.26 $171.00 street signs Replace failed 31,619 $865,188 $27.36 $19.56 pavement (grinder) square yards Replace failed 3,619 • $505,236 $139.61 $45.67 avement backhoe square yards Place single chip seal 500,258 $423,691 $0.85 $0.71 square yards Place double chip seal 322,988 $417,379 $1.29 $1.28 square yards Outcome: The unit cost for hydrauger maintenance was under budget cost. Relatively mild weather compared to the disaster events in 1993, 95, 97, and 98 did not create the damage anticipated. The traffic signing costs have gone down as a result of purchasing power post and driving equipment. The replacement of failed 41 pavement by backhoe was higher than the budgeted cost because field personnel measured productivity differently. In some cases the daily surface area of repairs was reported and in other cases the tonnage of asphalt placed was reported. Our single chip seal unit costs increased largely due to higher than expected material transportation costs to the west county. 116 O O O O O D. MAINTENANCE (CUSTOMER SERVICE REQUESTS) O 2000 1999 1998 O # of service requests 1,290 1,299 1,898 O Average response time 3.5 days 2.6 days 3.9 days O Outcome: 95% of service requests were responded to within 2.1 days, significantly reducing our response time from the two prior years. O O E. AIRPORT (NOISE COMPLAINTS) O1 2000 1999 1998 O # of noise complaints 611* 427* 347 O Percent of noise complaints responded to 100% 100% 100% O Via telephone or by letter O *Increase attributed to heightened community awareness of airport operations O resulting from ALUC activities and proposed reinstatement of airline services. O F. AIRPORT (OPERATIONS) O O 2000 1999 1998 O Total aircraft operations at Buchanan Field 201,665 232,939 215,491 Airport O #of deficiencies noted during FAA (FAR Part 139 0 0 0 O air carrier) inspection, directly related to Airport O _Operations O #of deficiencies noted during FAA (FAR Part 139 0 0 4 air carrier) inspection, directly related to Airport O tenants O Percent of aircraft incidents in which the Airports 100% 100% 100% O Aircraft Rescue and Fire Fighting unit responded 5 accidents 11 accidents 8 accidents O within 3 min. 104 incidents 55 incidents 57 incidents Percent of compliance with FAR (Part 139 airfield 100% 100% 100% O inspections) meeting the three times per day, 365 _days a year, standards Outcome: Buchanan Field Airport has received zero deficiencies for the second straight year during FAA Airport Operations and Airport Tenants inspections. O O O O 0 0 O O 117 O O G. COMPUTER SERVICES 2000 1999 1998 # of Desktop PCs maintained 186 175 155 • # of Service Re uests 516 691 774 • # of Hours of Down Time 10 hrs. 20 hrs. 15 hrs. Outcome: The department put an emphasis on computer training. This resulted in staffs ability to troubleshoot and fix many problems on their own and reduce the • amount of down time. H. FLOOD CONTROL (CURRENT PLANNING ACTIVITIES) Type of Review # in 2000 # in 1999 # in 1998 Development related reviews from unincorporated 210 154 99 County Flood Control permits 67 40 47 Development related reviews from cities 281 1 219 244 • County drainage permits 14 26 13 Outcome: The Flood Control District increased the amount of reviews done for all types of permits, excluding drainage permits. It is difficult to meet this demand • without the ability to recruit and retain qualified engineers. I. ACCREDITATION % of Compliance with Best Management May 2001 May 2000 July 1999 Practices Management practices that are fully or 95% 86% 60% substantially compliant Management practices that are partially 4% 10% 23% compliant Management practices that are non compliant 1% 4% 17% • Outcome: the American Public Works Association conducted an intensive three-day evaluation of our departments operating practices in November 2000. During this evaluation, all of our work processes, policies and procedures were compared against national standards established by experts in the public works field. The department has increased the amount of practices that meet the Best Management Practice level by 11%. We anticipate our Certificate of Accreditation to be awarded in September 2001, resulting in Contra Costa to be the first accredited county public works department in the country. To obtain additional information about the Public Works Department, please contact us at(925) 313-2000 or visit our website at www.co.contra-costa.ca.us/depart/pw 8 118 O O O O O TREASURER-TAX COLLECTOR O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 0 O 119 0 0 • • • TREASURER-TAX COLLECTOR • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • 120 • • • 0 0 _. PERFORMANCE INDICATORS A. TREASURER O 1) Objective: Maintain the same level of service as the County bank o despite annual increase in activity. Indicator. Timely processing of deposit permits and passing Treasury o Oversight Committee and regular audits. For the past year, the average o volume increase was nearly 5%. Ninety-five percent of deposit permits are processed on the same day of receipts. This function enters all O County revenue into the formal accounting records of the County. o The Treasury Oversight Committee performed the annual audit on treasury operations covering the period January 1, 2000 through December 31, 2000. This is in compliance with the audit requirements 0 of Government Code Section 27134. The audit was completed, and the report was issued with no adverse findings. O All four internal quarterly audits had no adverse findings. O O O O 0 0 0 0 o 0 0 0 o 0 0 0 0 0 0 0 0 o 0 121 o 2) Objective: Maintain a high level of due diligence and legal compliance with all investment activities as mandated by Government Codes 53600 et. seq. Indicator: Timely investment transactions and passing Treasury Oversight Committee quarterly reviews and an annual audit pursuant to Government Code Sections 27133 and 27134. The investment portfolio managed by the Treasurer's Office has increased from $1.25 billion to nearly $1.58 billion. This reflects an increase of nearly 27%. There were no adverse findings during the quarterly committee reviews nor in the annual audit of the calendar year 2000. Changes in the quarterly reports were suggested and implemented to e enhance, update and consolidate information. B. TAX COLLECTOR 1 j Objective: Improve tax collections and reduce delinquencies based on State's median benchmark. Indicator: Comparison with State medians. During the fiscal year 1999-2000 Contra Costa County's secured tax delinquency rate was 1.5%. This compares very favorably to the State delinquency rate of 3.2%. The unsecured tax delinquency rate was 1.3% compared to the State's rate of 4.1%. 2) Objective: Increase dollars and tax bills collected per employee. 0 Indicator: Comparison of year-end totals to prior periods. e 122 A O O O O O DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR O O O O O O O O O 0 O 0 O 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 123 0 ' O O O DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR O O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O O O O O O O O O O O O O O 124 O O O A 0 0 0 PERFORMANCE INDICATORS A. Criminal O County Felony Misdemeanor Total Rank o Trials Trials Santa Clara 327 62 398 1 O Contra Costa *142 184 326 2 o Alameda 128 129 257 3 Solano 101 63 164 4 O San Francisco 70 68 138 5 San Mateo 57 62 119 6 O O Marin 22 15 37 7 1999 Judicial Council Report for fiscal year 1997-98. These are the most recent figures as this report is published bi-annually. `The Judicial Council number appears incorrect as the hand count by this office shows 250 o trials for calendar year 1997 and 168 in 1998,which would average about 209 for the fiscal o year. For Bay Area counties, Santa Clara has some 201 deputy district attomeys, Alameda over 150, and San Francisco about 125. The total.jury trials rank Contra Costa County 8th in the entire state, behind counties of Los Angeles, Orange, San Diego, Sacramento, San Bernardino, Kern, and Santa Clara. Only Kern County among comparable size counties tries more o jury trials per deputy district attomey than Contra Costa. These results demonstrate o that the office is aggressive and hard working. o The most current conviction statistics are those released by the State Department of Justice at the end of 1998, which shows a five-year average Superior Court conviction rate of 97.1%for Contra Costa County, versus 95.3%for the State. This outstanding percentage demonstrates that this office carefully screens the o criminal cases at intake and then works very hard for convictions. The office maintains a no plea bargaining policy on serious felony cases in superior court. 0 0 0 0 0 125 0 0 0 e 126 0 O O O O FIRE PROTECTION DISTRICT O O O O O O O O O O O O O O 0 O O O O 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 127 0 FIRE PROTECTION DISTRICT • • • • INDICATOR NOTES: Are these the appropriate indicators? Do they provide enough information? • • • 0 0 O • 0 B 8 • 128 0 0 o PERFORMANCE INDICATORS O . o A. The following performance indicators will be used to measure 0 outcomes on key activities within the Fire District. The data shown o in each category for this report will be used in future years as a o baseline for comparison with other fire agencies as well as changes in performance within the Fire District. O o Civilian injuries and deaths in structure fires, per 100,000 o population: 6.36 o • Total fire incidents per 100,000 population: 406 O o Average time from dispatch to arrival for fire suppression o calls: 6 minutes, 12 seconds (Goal for the District is 5 o minutes.) o . Percent of all structure fire incidents where flame spread o was confined to the room of origin: 60% Total emergency incidents per sworn personnel: 96.7 O o . Total operating expenditures per capita: $96.30 O o • Total swom personnel full-time equivalent per 1000 o population: 0.59 o0 Average time from receipt of dispatch until enroute to the o incident: 102 seconds (Goal for the District is 90 seconds.) O O O ' O O O O O O O O O O 0 O 129 O O i . i i i i i i i i i - i i i i i i i t� i 130 0 PROBATION a 0 0 0 0 0 0 . 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 131 0 • • • • PROBATION • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • ! • • • • ! ! • • • • • ! ! • • 132 ! • ! O 0 0 o PERFORMANCE INDICATORS O o A. COURT SERVICES. The Adult Division prepares over 7,000 reports yearly o for the Superior Court. These include pre-pleas, pre-sentence, supplemental reports, reviews and victim/injury restitution. These reports o allow the Courts to expedite their calendars and reduce the need for o unnecessary hearings and custody time for defendants. B. SUPERVISION. O 0 1. The Adult Division of the Probation Department collected *$629,701 Q in fines and fees in 2000. An additional *$71,019 was collected for o felony diversion fees. This contrasts with '$332,064 collected from o those placed on unsupervised felony court probation. 0 2. With regard to victim restitution collections,the Probation Department o collected $209,060 from felony offenders in comparison to $46,675 o collected from those placed on unsupervised felony court probation. O O O O 0 0 0 0 0 0 0 0 0 0 0 0 o o 0 0 0 0 0 0 133 0 0 C. DELINQUENCY PREVENTION 1. Challenge Grant I: a. Outcome: Improved school attendance. Indicators: Improved grade point average, increased credits earned and improved standardized achievement test scores. • All of these variables are being evaluated by an outside evaluator contracted to evaluate the program. Both the District Attorney's Office and the Juvenile Court have indicated that the delinquency prevention effort by the Probation Officers assigned to schools is resulting in keeping kids in school and lowering daytime criminal activity. The Juvenile.Court Judge is extremely pleased with the Probation Department's early intervention strategies. Those schools that do not yet have a Probation Officer on campus have expressed an interest in having a Probation Officer assigned to their school to provide delinquency prevention services. A total of 526 youth have received services through the program since its inception on March 1, 1998. 2. Challenge Grant II: a. Outcome: Successful program completion. The outcome variables: absences from school, partial days attended, arrests, completion of substance abuse rehabilitation, successful completion of probation. All of these outcome variables are being evaluated by the program evaluation being completed by an outside evaluator. A total of 167 at-risk girls have received services since the program began on July 1, 1999. D. DETENTION CORRECTIONAL INSTITUTIONS 1. Orin Allen Youth Rehabilitation Facility: a. Outcome: Increase the educational level of Orin Allen Youth Rehabilitation Facility wards that will enhance their opportunity o for employment and successful transition into the community. Indicator or Benchmark: In collaboration with the County Office of Education, insure that a minimum of 45 O.A.Y.R.F. wards 134 0 0 o 0 0 0 successfully pass the GED examination or receive their high O school diplomawhile undertheir O.A.Y.R.F. commitment The O performance measure is to track the number of O.A.Y.R.F. wards passing the GED examination or eaming their high 0 school diploma while under their O.A.Y.R.F. commitment. 0 Since the beginning of the school year in September of 2000 O through May of 2001, a total of 50 wards have either passed 0 the G.E.D. or earned their high school diploma. 0 b. Outcome- Provide court ordered anger management classes O and enhanced rehabilitative services to youngsters at the O O.A.Y.R.F. O Indicator or Benchmark - In collaboration with Mental Health O treatment staff provide anger management classes for a O minimum of 50 O.A.Y.R.F. youngsters. For the year beginning O May, 2000, 174 youngsters have completed anger management classes at the O.A.Y.R.F. O O Performance Measures -To track the number of O.A.Y.R.F. O wards completing anger management classes during their O stay in the program. O O O O O O 0 0 0 0 0 0 o - 0 0 0 0 0 0 135 O O O O O O O PUBLIC DEFENDER O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O .O O 137 O 0 • • • PUBLIC DEFENDER • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 138 • • • • O O O PERFORMANCE INDICATORS O " O A. DEPARTMENTAL PERFORMANCE BY CASELOAD O O The following chart sets out the number and major categories of cases referred to the Department together with an approximate number of full time attorneys assigned to handle the type of case across the Department (i.e. O including both the Main Branch and the ADO). O O �' O Misdemeanors PE8,7005 "14 "204 O Felonies 4,584 40 57.0 O Juvenile Delinquency 2,926 5 7.3 O Juvenile Dependency 2,230 10 14.6 O Mental Health (LPS) 640 .5 .7 Miscellaneous 1,538 n/a n/a O Totals 20,623 69.5 O O O O O O .. O O O O . O O O O O O O O O O O O O O O 139 O B. DEPARTMENTAL PERFORMANCE GAUGED BY POSITIVE CASE OUTCOMES FOR CLIENTS A person accused of a crime benefits from representation by an attorney. An • attorney reviews the prosecution's case with a professional eye to determine the strengths and weakness of the case and advise the client about how to proceed. An attorney who reviews the case can identify any legal or factual impediments in the prosecution's case. An attorney can negotiate a 0 disposition, conduct an investigation and in many instances use courtroom • forensic skills that weaken or diminish significantly the peril faced by the client. Having skilled counsel for the accused invariably leaves the client 0 better off than a client who represents himself or herself without the benefit of the professional knowledge and advocacy of an attorney. • In the effort to provide the general public with quantifiable information, prosecutors and law enforcement often point to "conviction" rates of more than 90% for cases they charge in court. In an attempt to identify specific and quantifiable case outcomes that mirror those "conviction rate"statistics • sometimes cited by prosecutors and law enforcement, we recently analyzed the degree to which clients of the Department were positively benefited by not suffering a conviction of a crime with which the client was charged. Our focus was on the opposite statistical viewpoint from that of the prosecution: the rate of non-conviction for clients of the Public Defender. A non-conviction was defined as one or more of the charges brought by the prosecution that was either dismissed by the Court or found through court action(a trial or preliminary examination)to have not been proven. The data • for this analysis was randomly drawn from an examination of a representative sample of adult criminal cases from a randomly chosen period in the past fiscal year. Twenty felony cases and twenty misdemeanor cases for sample examination were assayed. With a non-conviction rate of 95%in felony case, it can be said that a positive outcome was obtained by virtue of one or more charges being dismissed or found to be unproven by a court or jury before the disposition of the case. With a non-conviction rate of 90% in our misdemeanor cases, a positive outcome for the client was obtained by virtue of one or more charges being dismissed or found not true by a court or jury before the disposition of the case. 140 1* 0 a 0 0 a SHERIFF OD a a a a a a a a a 0 a a a a a a a a a a 0 0 0 0 a 0 a a 0 0 0 0 0 0 0 141 0 0 0 • • SHERIFF • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 142 • • • 0 o PERFORMANCE INDICATORS o A. ADMINISTRATIVE SERVICES 0 0 1. The Administrative and Community Services Unit presented over 160 o public presentations, organized 55 Neighborhood Watch programs, put on o the 911 for Kids Program in all local elementary schools and fingerprinted more than 5,000 children. OUTCOME: Increased crime prevention awareness in the community. 0 2. Analysis and data entry of 9,525 vehicle theft/recovery reports, data entry of 2,609 field interview cards and analysis of 4,508 crime reports was conducted. 0 OUTCOME: Improved record keeping and crime information for patrol officers. 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 o 0 0 o o - 0 0 0 e 0 0 143 O O O • • B. PATROL DIVISION 1. The decline in the number of Part I crimes continued, down more than • 7%from 1999; homicides, in particular, decreased from 14 to 8 in the • unincorporated area. • Part 1 Crimes • • 7515 7229 • 6819 • 6605 • 5647 • 5242 • • 1995 1996 1997 1998 1999 2000 • • • OUTCOME: Reduced crimes increase the sense of security in the • community. • • 2. Patrol Division handled 171,280 details/calls for service, 50% of which • were officer-initiated. Patrol activity for 2000 includes: Priority 1 Details 13,074 Reports Written 20,466 • Arrests 4,867 • Citations Issued 5,434 • Criminal Citations Issued 279 • Officer-initiated 101,001 • • OUTCOME: Increased law enforcement presence and activity increases • the sense of security in the community. • C. INVESTIGATIONS DIVISION • 1. This division.handled 6,095 cases in 2000, with an overall closure rate • of 65%; up 9%from 1999. The value of stolen property recovered totaled • $2,085,082. • • OUTCOME: Both the increased closure rate and the recovery of stolen • property is indicative of effectiveness of the this division • • 144 • • • 0 0 0 2. With continued Federal funding through the Northern California High Q Intensity Drug Trafficking Area (HIDTA), the East Bay Methamphetamine Q Task Force (WEST-NET), was named as the Western States Information Agency of the Year for 2000. 0 o OUTCOME: Recognition of accomplishments assures the community of o the quality work completed by this division. o D. TECHNICAL SERVICES DIVISION 0 0 1. The Communications Center (Dispatch) processed 420,000 calls for o service and handled a monthly average of 9,000 calls to 911. o OUTCOME: Continued being responsive to citizens' needs. 0 0 2. With few exceptions, the Records Unit entered Domestic Violence and 0 other types of Restraining Order information into the statewide database on the same day the Orders were issued. 0 o OUTCOME: Immediate entry of restraining orders increases the ability of Q law enforcement officials to protect vulnerable persons. 0 o E. FORENSIC SERVICES DIVISION 0 0 1. The Latent Fingerprint Unit processed 5,787 requests for examination, o a 5% increase over 1999. Over 2,100 latent prints were searched in the Automated Latent Print System, resulting in the identification of 497 crime o suspects. 0 o OUTCOME: Increased fingerprint examinations enlarges the database of o comparable prints and assists in future identification of crime suspects and/or linking crime scenes. O 0 2. The Drug, Alcohol and Toxicology unit examined 5,465 cases for o controlled substances and 213 drug manufacturing laboratories. Total requests for service to this unit increased by 2% in drug cases, 14% in Q breach alcohol cases and 34% in toxicology cases. O Q OUTCOME: Examination and analysis of controlled substances and drug o manufacturing laboratories assists investigators and prosecutors. Q 3. The Criminalistics Unit received 1,367 requests for firearms analysis, Q DNA and trace evidence, a 24% increase over 1999. OUTCOME: Analysis of firearms, DNA and trace evidence assists o investigators and prosecutors in identifying and prosecuting crime Q suspects. O O 0 145 O 4. More than 1,500 entries were made into the Integrated Ballistics Imaging System (IBIS), resulting in 22 cold hits, thereby linking cases through the firearm used. OUTCOME: Entries into the IBIS enlarges the database of comparable ballistics and assists in future identification of crime weapons and/or suspects and/or linking crime scenes. • 5. The Property and Evidence Unit disposed of more than 21,000 items through auction, incineration or other methods, a 52% increase over 1999. OUTCOME: Disposition of property and evidence improves record keeping and unit efficiency. F. CORONER'S DIVISION • 1. This Division investigated 1,862 cases and performed 523 autopsies. OUTCOME: Assistance provided to crime investigators and information to deceased persons' relatives on cause of death. 2. Thirteen organ donor referrals were made to the University of Califomia at San Francisco Medical Center. OUTCOME: Improved quality and quantity of life for donor recipients and • enhanced medical research. 3. Death certificates were submitted to the State within fourteen days or fewer in 98% of the cases. OUTCOME: Timely submittal of death certificates assures timely and accurate public records. G. EMERGENCY SERVICES DIVISION 1. Over 90 hours of Incident Command System classroom training was provided to Sheriffs Office management personnel; 75 orientations/training sessions were presented for citizens groups; and ten emergency response exercises with cities and industry were held. • OUTCOME: Increased knowledge and preparation for emergency situations. • 146 O O O H. DETENTION DIVISION O O 1. The custody alternative programs administered by the Custody Alternative Facility saved the expense of 74,510 custody days in a detention facility. O OUTCOME: Decreased expense compared to housing inmates. 2. Inmates at the West County and the Marsh Creek Detention Facilities were provided educational, substance abuse and life skill programs that O resulted in: 39 inmates receiving High School Diplomas; 43 inmates receiving G_E.D.s; 2,090 inmates being awarded certificates of completion for Literacy, Computer Skills, Landscaping, and/or Engraving programs; 1,271 inmates completing one or more phases of the Drug/Alcohol Intervention program, 92 of whom graduated from the program. O " OUTCOME: Improved education, knowledge, and skill level of inmates reduces recidivism. O O O O O O O O O O O O O O O O O O O O O O O O Q 147 O O O O O O O COMMUNITY SERVICES O O O O O O O 0 0 0 0 0 0 0 0 0 a 0 a 0 a 0 0 a 0 0 0 0 o 0 0 0 0 0 o - a 149 O • • COMMUNITY SERVICES • ! • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • ! • • ! • • • • • • iso • • • O 0 0 o PERFORMANCE INDICATORS o A. CHILDREN'S SERVICES O 0 1. Nutrition o Objective: Improve nutrition/health of low-income families with o preschool children. O o Indicator: Number of families receiving nutrition services from o Child Development and Head Start o Outcome: 774 parents received direct nutrition education o services from the Department's Child Nutrition o Division nutritionist. 0 2. Energy Assistance to Low-Income Families Objective: Stabilize family income and resources for low-income o families. O O O O O O O O O O O O O O O O O . O O O O O 0 0 0 151 O O Indicator: Number of clients receiving utility assistance making income available for other uses. Outcome: Over 3,209 clients were provided assistance in paying their utility bills. Of these 265 were in crisis with utility • service turned off or in the process of being turned off. Indicator. Number of budget counseling and energy conservation sessions provided to clients. • Outcome: 6,000 families were counseled and educated on budgeting skills and energy control. Indicator Number of low-income client's shelters weatherized to reduce the impact of utilities on their ability to remain self-sufficient. Outcome: There were 343 units of low-income clients weatherized. 3. School Readiness for Children of Low Income Parents Objective: To increase the computer literacy of low-income children in Contra Costa County Indicator. Number of computers available to children in our Children Centers. • No. of Classroom Computers Available for Children Learning 100 50 0 FY98/99 FY99/00 FY00/01 0 152 0 0 0 0 0 O Outcome: Number of Classroom Computers has increased from O 39 in FY98/99 to 87 in FY00/01. This increased the number of computer hours available to children by Q 39,393 an increase of 54%, increasing computer O literacy of low-income children. O O Computer Hrs Available to Children in O Classrooms O 150,000 N W.0.11112M=:a O 100,000 50,000 �^V - O98/99 99/00 00/01 O Computer Hrs 33,557 72,950 I 105,778 O O O Objective: Increase the number of full-day full-year O childcare/development slots available to low-income O families to allow for training and emplacement. O Indicator. Number of full-day full-year childcare/development O hours available. O Outcome: The Department has increased the number of O childcare/development hours by 31.2% over the O number provided in FY 98/99 as shown below. 0 0 0 0 0 0 0 o 0 0 0 153 O O • • • Indicator. Number of available full-day full-year • childcare/development spaces provided to low- income owincome residents. • No. of Full-Day Full-Year Slots • 2,000 • • 1,500 • 1,000 T • 500 r_, `. {+moi. • - j • FY98/99 I FY99/00 FY00/01 • ®Full Day Full Year 1,087 1,521 1,544 • • • 4. Helping Families Toward Self-Sufficiency • Objective: To increase family literacy of low-income families. • Indicator. Number of families participating in the Reading-Is- • Fundamental (RIF) program. • Outcome: 937 families participated in the RIF program at • Children Centers compared to 637 in FY 99/00; an • increase of 47 %. • Objective: To increase family focus on achievement of self- • sufficiency. • • • • • • • • • • 0 154 • • 0 0 0 O Performance Measures for FAC Div O 95 90 O 85-- O 85 _ 70 O 65 O so ._ ss O so r OFam. Dental Medical O Partership Exams Exams Agreement 4► ■FY98/99 ■FY99/00 p FY00/01 Indicator. Number of families completing family partnership 0 agreements which represents the development and a O commitment to a plan for development of self- sufficiency. 0 Outcome: Over 86% of families of the program's children have O completed family partnership agreements. Compared O to FY99/00 percentage of 71%. Objective: To provide low-income families with O childcare/development slots for Infant/Toddlers to O allow training and employment. Indicator. Number of Infant/Toddler slots available O O Outcome: The number of Infant/Toddler slots has increased 0 from zero in FY00/01 to 215, compared to 204 at the O end of FY99/00. 0 Objective: To increase the dental health of low-income children in Contra Costa County. Indicator. The number of children receiving dental checks by 0 trained professionals. Outcome: Over 89% of the program's children were given no- cost dental checks at our childcare/development sites compared to 69% in FY98/99 and 83% in FY 99/00.. O 155 Objective: To increase the health of low-income children in Contra Costa County. Indicator. The number of children receiving medical checks. • Outcome: Over 98% of the program's children received no-cost medical checks performed at our childcare/development sites compared to 79% in FY 98/99 and 97% in FY 99/00. • 156 0 0 EMPLOYMENT AND HUMAN SERVICES 1 a a a a a a a a a a a a 0 a a a a o a a a e 0 0 a 'n I5' • • • EMPLOYMENT AND HUMAN SERVICES • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 158 • • 0 o PERFORMANCE INDICATORS The Employment and Human Services Department has worked to set up an 0 outcome measurement system. During the past year we successfully trained 38 o managers on writing outcomes, strategies, indicators and performance o measures. We are now collecting data on many of our outcomes and, at the o same time, updating our indicators. O O O O O O O 0 O O 0 O O 0 0 0 o 0 0 0 0 o - o - 0 0 0 0 0 0 0 0 0 0 o I59 0 0 0 A. WORKFORCE SERVICES BUREAU 1. CalWORKs Outcome: Provided services that directly affected nearly 20,000 County residents, producing savings to the County of $600,000 per month and helping generate recipient income at $2 million per month. Indicators: a) JOB PLACEMENTS. The cumulative number of job placements since March 1998 through March 2001, is 14,247. b) INCREASED EARNINGS. As of March 2001 25.47% of all CalWORKs families reported earnings. The current rate of reported eamings for 2-parent families is 63.46%. These figures are particularly impressive considering the caseload decline. As participants who find jobs more easily exit the CalWORKs program, the families remaining on assistance tend to have more significant employment barriers to overcome. c) EXITS FROM THE SYSTEM DUE TO EMPLOYMENT. During the period May 2000 and March 2001, 1,739 participants exited due to employment May-00 Jun-00 Ju"O Aug-00 Sep-00 Oct-00 NO-00 Dec-00 Jan 01 Fea01 Mar-01 • • • 160 0 0 o . : 0 o d) CHILD CARE. We moved over 1,000 families from EHSD to care o partners in the community. These families no longer receive Cal WORKS assistance and their childcare needs are now met in the o community. Served 100% of all eligible Stage 1 families. Served 0 100% of the Child Welfare cases referred for childcare. Currently o the Bureau provides childcare payments for 2,350 children. Specialized Child Care workers authorize over $1,000,000 monthly o in payments. O o e) GRANT SAVINGS. As of March 31, 2001, the total number of o cases receiving TANF cash aid payments (CalWORKs) is 7,922. Q This is a 13% decrease from April 2000. Of the total caseload, 0 2,039 have earned income totaling over$2,000,000 per month. The resulting grant saving is in excess of$600,000 per month. O O $600.000 _ :... . y o.., -,•"fir�:,..... �,�- Y, K $500,000 Q $400,000 Q $300.000 o $200,000 0 $100.000 so o May- Jun-00 Jul-00 Aug- Sep- Oct-00 Nov-00 Dec. Jen-01 Feb-01 Mar-01 0 00 00 00 00 o f) FEDERAL WORK PARTICIPATION RATE. As of March 2001, 0 3,679 CalWORKs adults had a Welfare-to Work requirement. The Q WPR for one-parent households was 38% as of December 31, 0 2000. The WPR continues to show a steady increase. O 30% 25% ems! •::ic'!,�' ';•...- o ,_.•' .,:i�' :rf?St; -: •. � ::.•:;,ate 20% ; ,5% _$ 10% O 0% May-00 Jun-00 Jul-00 Aug-00 Sep-00 Oct-00 Nov-00 Dec-00 0 161 0 0 g) EARNED INCOME. The earnings of participants in March 2001 were $1,767,747. The earnings benefit the County in the form of taxes paid and goods and services purchased. These earnings • also make the Earned Income Tax Credit available to families. Outcome: Provide services that promote health to a population of over 13,000 children, and educational support to several • hundred teens. Indicator: a) IMMUNIZATIONS. We are collaborating with health services and • clinics to provide information on immunization to participants. For the first two Quarters of FY00/01, we averaged a 95% compliance rate for immunizations. b) SCHOOL ATTENDANCE. All children of compulsory school age (6- 17 years of age) must regularly attend school. In the first quarter of 2000, we sanctioned 11 children, age 16— 18 for non- attendance and 26 parents for non-attendance of their children under age 16. From May 2000 through March 2001, thirty-five (35) 16— 18 yr. olds were penalized for not attending school and 127 . parents were penalized for non-attendance of their children under age 16. c) CAL-LEARN. We serve an average of approximately 160 teens each month. From May 2000 through February 2001, 35 teens • graduated from high school; 101 teens received a $100 bonus and 28 teens received a $500 bonus. (A$100 bonus is issued to a teen when s/he submits an adequate report card (2.0 average or more) timely. When the Cal Learn teen graduates from high school or obtains a GED, a $500 bonus is issued.) • 2. GENERAL ASSISTANCE Outcome: Maintained a steady decline in general assistance recipients • through their conversion to employment. • Indicator: a) NUMBER OF EMPLOYABLE GA CLIENTS. From April 2000 • through the end of December 2000, the employable clients have steadily declined from an average quarterly high of 86 in the April- June quarter to 62 for the October-December 2000 quarter. 162 o . 0 0 0 o b) NUMBER OF TEMPORARILY DISABLED GA CLIENTS. Likewise o the temporarily disabled clients average is decreasing. The o average number for the April-June 2000 quarter was 130. The o average number is 113 for the October-December 2000 quarter. o c) NUMBER OF GA CLIENTS TO REPORT EXIT FROM PROGRAM o DUE TO EMPLOYMENT. As the number of employable clients o continues to decrease we can expect that the number of exits due o to employment will also decrease. The total number of exits for the o April-June 2000 quarter was 57. The total number is 25 for the October-December 2000 quarter. O o Outcome: Decrease expenditures for General Assistance grants from the County General Fund by approximately $162,000 per o month. O o Indicator: a) TOTAL NUMBER OF CLIENTS WHO DECIDE NOT TO APPLY o FOR GA AT SCREENING. The total number of clients who decided o not to apply for GA was 165 for the April-June 2000 quarter and 0 137 for the October-December 2000 quarter. The total grant savings per quarter is estimated to be $49,000. o b) TOTAL NUMBER OF CLIENTS WHO ARE NOT GRANTED GA o DUE TO FAILING ORIENTATION, ASSESSMENT AND INTAKE O APPOINTMENTS. This is historically a high number and is o indicative of the front-end nature of the General Assistance program. The number for the April-June 2000 quarter is 467 and 0 460 for the October-December 2000 quarter. The estimated total o grant savings per quarter is $162,000. c) NUMBER OF GA CLIENTS WHO HAVE BEEN DETERMINED o MEDICALLY UNABLE TO WORK AND SSI IS PENDING. This o group of GA clients has consistently higher numbers given the fact that over 60% of the GA clients are permanently disabled. The o average number of GA clients with SSI pending for the April-June o quarter is 363; for the October-December 2000 quarter, the average number is 307. 0 0 0 0 0 0 163 O O d) TOTAL NUMBER OF CLIENTS GRANTED SSI. The number of GA clients granted SSI has been declining from 88 for the April-June 2000 quarter to 57 for the October-December 2000 quarter. Total future grant savings estimated at $91,888.00 per month. • 3. ONE STOP CENTERS Following are the specific performance measures established for the One Stop Centers for PY 2000-01: • WIA Requirements WIA Performance Goal • 1. Adult Entered Employment Rate 2. Adult Employment Retention Rate 67.13% 3. Adult Earnings Rate 76.92% 4. Adult Employment & Credential Attainment Rate $3702. 5. Dislocated Worker Entered Employment Rate 40% 6. Dislocated Worker Employment Retention Rate 72.66% 7. Dislocated Worker Earnings Replacement Rate 86.55% 8. Dislocated Worker Employment & Credential Attainment Rate 85% 40% Although we will not have quantifiable confirmation of specific performance.outcome numbers until the year 2002, it is expected that we will either meet or exceed these measures as reflected. B. WORKFORCE DEVELOPMENT BOARD The Workforce Development Board had its strategic plan approved and has finalized its organizational structure. The Board's state-mandated performance measures for Program Year 2000-01 were established by the State and incorporated into the Board's Five-Year Strategic Plan, and, • will be tracking and reporting on them in the coming year. This data will be included in the 2000-01 annual performance report. 164 0 0 0 0 o C. CHILDREN AND FAMILY SERVICES o Outcome: Six hundred and eighty-three children have been able to remain their O homes. o Indicator. 0 1. Provided Family Maintenance Services to 593 (as of 3/31/01) o children and their families, wrote Family Reunification Plans for over 683 children and established o Permanency Plans for over 1,970 children. Currently, there are 0 683 children receiving Family Reunification services. O FAMILY REUNIFICATION CHILDREN o SERVED O 0 600 w;: .. 400 200 O o FY 96/97 FY 97/98 FY 98/99 FY 99/00 FY 00/01 O O o Outcome: There hundred and sixty-six children were able to achieve o permanency in a timely manner. Indicator. 0 1. 8,662 referrals received 0 2. 136 children were reunified, 90 children had guardianship orders o and 140 children were placed in loving adoptive homes. O NUMBER OF REFERRALS o RECEIVED O 0 15000 p 10000 5000 O 0 .. 0 1995 1996 1997 1998 1999 2000 O O 0 165 O 0 Outcome: The health and developmental needs of over 300 children are being met. Indicator: 1. Established a mental health referral system that enables parents and children to quickly enter into needed or court ordered therapy. Approximately 75-100 referrals are made each month. 2. Served over 350 teens in the Independent Living Skills Program and 200 (ages 18-21) emancipated youth. 3. All children in out-of-horime placement are eligible for CHDP examinations and services. The average number of children in , foster care each month in FY 00101 is 1,814. Outcome: Over 3400 children will have received protective services. • Indicator. 1. Interviewed 117 children in the Children's Interview Center about alleged sexual molestation. 2. Prepared Emergency Assessments for 3,247 children. 3. Received ER 23,613 calls in CY 2000. EMERGENCY RESPONSE CALLS RECEIVED 30000all , . 20000 10000 "= - .- 0 �.. 1996 1997 1998 1999 2000 166 O O O O Outcome: EHS has developed and implemented a 320-hour induction training O for child Welfare Social workers. This has provided 55 new staff with important, job specific skills and knowledge Indicator. 1. In FY 00-01 four new child welfare worker training series have O been offered to 55 new workers. These classes assist staff to build new skills, gain knowledge of new laws, regulations and processes to assist clients. Additionally, 253 total training classes were O offered to Family and Children's Services staff. D. AGING AND ADULT SERVICES O O NOTE. All figures for Adult and Aging Services are annualized projections based upon actual numbers for the period of July through December 2000. O Outcome: The safety of nearly 2000 elders and dependent adults are investigated with disposition indicated per year. O Indicators: O 1. There were 1,636 investigations and 297 active cases per month. O Outcome: Over 30,000 seniors were informed about social service and health O care choices. O O Indicators: O 1. Provided information to 18,254 clients and made 32,968 Referrals. 0 2. 1,504 HICAP clients counseled in 2,534 hours of counseling by 23 O HICAP volunteers. Health Insurance Counseling and O People Served O —}-Hearth Murance Counseling/Advocacy Program Hours of Counseling - Health trrsuranceCounseling/Advocacy Program Peo pie Served O .aoo O a� r.aao O O.000 2.= imo O +.aoo OM O SD° 0 O �wm Wvnse pr oe 90 cr aur oo Frmoi 167 O O • • • Outcome: Over 4600 seniors were able to receive almost 5.2 million hours of in- home care, preventing institutionalization. • Indicators: • • 1. 5,195,348 paid hours of care provided in the IHSS program. • 2. 4,600 clients per month on average receiving IHSS paid hours. • In-Home Supportive Services • Clients Served Per Month • • 4,800 • 4,600 • 4,400 • 4,200 - 4,000 - 3,800 ,2004,0003,800 FY 96/97 FY 97/98 FY 98/99 FY 99/00 FY 00/01 • • 3. 192 active MSSP cases per month on average. 4. 89 active Linkages program cases per month on average. • Outcome: Over 50,000 hours of senior support services, in addition to 400,000 • meals and 100,000 other services, have been provided to County • seniors. • Indicators: • • 1. 15,224 hours of senior companion volunteer services. 2. 3,954 client hours of Alzheimer's day care provided and 13,754 • client hours of other adult day care. • • 3. Provided 7,216 hours of senior legal services, provided in-home registry services for 1,004 seniors, 209,496 home delivered meals, • and 63,844 rides to/from congregate nutrition sites, and 53,628 bags of groceries delivered and 186,938 congregate meals. • • • 168 • • • 0 A 4. Provided 10,612 hours of Long Term Care Ombudsman complaint investigationlresolution. Outcome: Improved health for over 70,000 low-income adults, families, and children through access to comprehensive health insurance coverage under the Non Assistance Medi-Ca( Program. Indicators: 1. 31,324 Medi-Cal applications approved and 22,495 families enrolled in the program monthly on average. Outcome: Increased level of nutrition for adults, families, and children resulting in reductions in chronic health problems associated with malnutrition through Non assistance food stamps program for over 8,400 recipients. Indicators: 1. 4,918 applications for Non assistance food stamps (NAFS) granted. 4 2. 4,208 individuals eligible (NAFS) monthly on average. 3. $19,530,460 food coupons issued. 0 0 For additional information regarding EHS programs, services and results, contact: John Cullen, Director 0 (925) 313-1579 0 0 0 0 0 0 0 0 0 169 0 0 0 a a HEALTH SERVICES a a a a a a a O 1► a 0 a a ti a a i! O 0 a a a O O a a IM a a a a a a a 171 a a • • • HEALTH SERVICES • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 1?2 • • 0 0 0 0 o PERFORMANCE INDICATORS O o A. HOSPITAL HEALTH CENTERS o This division has developed multiple indicators and outcomes to monitor o and improve quality and patient satisfaction. Some are determined by o regulatory agencies, such as the State Department of Health Services o Licensing Division, and the Joint Commission of Accreditation of o Healthcare Organizations. Examples include: average length of stay, patient satisfaction, Emergency Department utilization, cost per patient o per day, number of Ambulatory Care visits per month by site, medical and o nursing staff quality assurance monitoring, and QA monitoring by ancillary o departments. o B. MENTAL HEALTH O 0 1. Adult/Older Adult Program looks at three adult measures, including o a consumer satisfaction measure, a behavior and symptom scale, o and a quality of life measure. 0 2. Mental Health looks at efforts to reduce state hospital bed days, o IMD bed days, acute hospital bed days, improving living situations, o improving educational activities, improving vocational status, and decreasing alcohol and other drug involvement. 0 3. The Child & Adolescent Functional Assessment Scale (CAFAS). o The WAS data indicate a drop in the level of functional o impairment (i.e. improved functioning) of about 15 points as o measured by the WAS over roughly a 6-month period. 0 4. The Child Behavioral Checklist for Ages 4-18 (CBCL). On o average, the scores on the major scales of the measure hover near o the clinical range (i.e. the top 2%) on behavioral problems. Change o scores from intake to six months indicate improvement in problem behaviors, particularly for youth whose parents indicate 50 or more o problems on the scale at intake. O 5. The Youth Self Report for Ages 11-18 (YSR). YSRs are completed o by youth in the system of care at intake. The data indicate a high number of problems, again hovering near the clinical range on the O O 0 O O O 173 O 0 scale. Overall, the change scores indicate a reduction in behavior problems from intake to six months by roughly 4 points. The youth who reported 50 or more problems on the scale at intake reported 12 fewer problems after six months. • 6. The Residential Living Environments Scale (ROLES). Data from the ROLES indicates that over two-thirds of the children in the system of care are either living at home or are living in the home of a relative. Around 10 percent are living in a regular foster care • setting, 3 percent are in a level 12-14 residential center and about 4 percent are living in a group home. Less than 2 percent are either in a state mental hospital or are inpatients in a medical hospital. C. PUBLIC HEALTH Public Health evaluates performance by looking at community health indicators such as infant mortality, utilization of early prenatal care, and tuberculosis rates. Clinical Services are evaluated by process measures including number of clients served, cost per unit of service, and staff productivity measures. The Public Health Data and Evaluation Unit has been charged with developing more targeted outcome evaluations of Public Health programs, especially Family, Maternal, and Child Health programs and the County's programs serving people who are homeless. • D. COMMUNITY SUBSTANCE ABUSE SERVICES. CSAS developed thirteen major indicators to monitor the effectiveness of the Division's prevention efforts. CSAS focused most of its prevention • work on alcohol-related activities and policy initiatives, and the performance indicators reflect these efforts. Although performance indicators are only one way to monitor how the • system of care is operating research indicates that taking into consid- • eration acuity or severity of addiction, length of stay and discharge status are important indicators to track substance abuse treatment outcomes. 174 O O O O E. EMERGENCY MEDICAL SERVICES. Statistics are monitored in a number of areas: ambulance services and air O ambulance services (response/transportation times, and levels and quality of service provided); trauma care services (appropriate use of O trauma center, trauma care); hospital resources (bed availability); and first O responder defibrillation program (patient lives saved). Utilization statistics and trends, including number of ambulances dispatched, average O response times, patients transported, patients receiving specialty trauma O care, and defibrillation saves are compiled for each area on a regular basis to evaluate performance and to identify any areas for increased attention. O O PERFORMANCE INDICATORS O The following data compares FY 1997-98 and FY 1998-99. O O CONTRA COSTA REGIONAL MEDICAL CENTER Avera a Daily Census O Fiscal Year 1998-99 Fiscal Year 1999-2000 O O 126 132 O O Average Len th of StayDa s O Fiscal Year 1998-99 Fiscal Year 1999-2000 O Medical Units 4.02 4.34 O Psychiatric Units 13.08 12.10 O O O O O O O O O O O O 175 O CONTRA COSTA HEALTH CENTERS Avera a Monthly Outpatient Visits Fiscal Year 1998-99 Fiscal Year 1999-2000 Central County Visits 9,540 9,699 East County Visits. 7,260 7,375 West County Visits 6,370 6,866 Total Visits 22,367 23,940 EMERGENCY DEPARTMENT Fiscal Year Fiscal Year Average Visits per Month 1998-99 1999-2000 2,679 2,666 CONTRA COSTA HEALTH PLAN ENROLLMENT May 1999 • May 2000 � AFDC Medi-Cal 38,018 36,078 Cross Over Medi-Cal and Medicare 357 326 • Other Medi-Cal 2,757 3,306 • Senior Health 435 353 Basic Adult Care 4,133 3,387 AIM/HIPC/MRMIP/Healthy Families 401 1,793 Commercial Members 7,563 9,969 Total 53,664 55,212 176 CONTRA COSTA COMMUNITY SUBSTANCE ABUSE SERVICES o Fiscal Year 1998-99 Fiscal Year 1999-00 o ALL SERVICES -01 8-m-.9.1 0- o CONTRA COSTA MENTAL HEALTH o Average Monthly Outpatient Visits o Fiscal Year 1998-99 Fiscal Year 1999-00 o MENTAL HEALTH CLINICS 8,297 8,658 SPECIALTY CLINIC8,790 2,910 177 CONTRA COSTA PUBLIC HEALTH Senior Nutrition Program Fiscal Year 1998-99 Fiscal Year 1999-00 MEALS SERVED 32,998 33,786 per month 0 • Public Health Clinic Services Average Client Encounters Fiscal Year 1998-99 Fiscal Year 1999-00 per Month 40 1,208 1,223 Women, Infants, and Children's Program (WIC) Avera a Number of Vouchers Issued per Month Fiscal Year 1998-99 Fiscal Year 1999-00 15,867 15,724 41 0 178 • • • o - 0 CONTRA COSTA ENVIRONMENTAL HEALTH 0 ACTIVITY Fiscal Year 1998-99 Fiscal Year 1999-00 1,470 1,521 Complaints' � 4,015 10,727 � Solid Waste2 5,099 6,684 Land Develo menti 20,203 14,970 Consumer Protection 87 1,819 Misc. General Programs 30,710 35,721 O Tota( Units ' Indicates number of responses to complaints which may or may not result in a visit to site. 2 Includes routine, follow-up, complaint inspections or investigations, consultation, license or permit evaluation, direct abatement, and violation notices. O O O O O O O O a O O 0 O O O 179 O O 4 • • CONTRA COSTA EMERGENCY MEDICAL SERVICES • ACTIVITIES Fiscal Year Fiscal Year 1999- 1998-99 00 • Ambulance Services 52,143 57,568 Total Units Dispatched • • Air Ambulance Services 273 400 • Patient Transport Trauma Services 957 984 • Critical trauma patients transported • First Responder Defibrillation Svs 23 23 "Field Saves" (patient admitted First Responder Defibrillation Svs 13 11 System Saves" (patient discharged— not admitted to hosp) • • Interfacility Transfer Reviews 2,520 3,126 Cases Reviewed • Total Activities 1552929 62,112 • • • • • • • • • • • • • • • ISO • • • • a a a a HOUSING AUTHORITY a A a a a a a a a a a a a a a a a a a a a . a a a a a a a a a a a a 0 a a O a O • • • HOUSING AUTHORITY • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 182 • • • • 0 0 0 0 o PERFORMANCE INDICATORS 0 o A. Public Housing HUD rates all Housing Authorities on public housing programs according ® to performance indicators established in a new Public Housing o Assessment System (PHAS). These indicators are shown below for FY 2000 we received a score of 77.1. This score is "Advisory' since this assessment program is new and in development. The preliminary information obtained from our analysis of HUD's assessment has o generated an action plan to improve the scores and we are targeting a 10 o point improvement for FY 2001. Each Primary Indicator has been ® targeted for improvement. 0 0 S Public Housing Primary Indicators,Advisory o • 35 o .tsr o +r •3 o K � o •fir � - �.tl' .. o _ ■ccaHA Score ■National Average o :.. M �an azimPossible0 o �5 o s• - O 10 0 O s O 0 ° Physical Financial Management Resident O 0 0 O O 0 0 183 0 0 • • • B. Section 8 • The Section 8 Program is going to be assessed by a new objective system • counterpart to PHAS. This new evaluation is called the Section 8 • Management Assessment Program (SEMAP). Although not in place yet, • the Housing Authority is establishing a self-assessment system to meet • the criteria for SEMAP. Performance indicators include standards for • maintaining a Waiting List, Reasonable Rent, Utility Allowance Schedule, Quality Control Inspections and other indicators relating to Section 8 • families. • • • • • • • • • • • • • • • • • i • • • • • • • • 184 • • • • 0 A A H A (n C Cf) CO0. Q OLcn w w w 0 A 0 Ln0o 0 Cl- o 00CL CL Cl 0 IL 0- TNC14LOL) � U) � LTLOU-) C14 O A T o 'K O D U U U U2� 2� U O U O U OQ O V > NpXXXXXQ ¢ XOXOXOOWQ V � OWWWWWW WWOWOWOO y • cn A UQ 0 0 IL A H _ N � o O V y O OU U m U U c C m c 2 H w C mcc ca cII c0 � CII (II cII (II c U � •� U U CL a- aa. a - - L cc m = E W C Uccccc E � E0 u, LL ogZ A •� � a c o 0 c 0 o 0 o coo � Uo '3U cc) co 00 o0 oco � � � a� ir�i •L O a CO OO � O OCo O m m 0. Nz � L0 C- d E • R CD -0 o a 3 m --a �, A O — L 7 S C 0 N r. - C'. ` m to mcg � a� 3NL � _ � _c c c� m m ~ E m m > - U U U r. -a � U 0.. m •- cn `m _ M O p O m E 'D ca N V m �. t 03 T o .L O a L v `n E C a v F- 3 L A a d �• m 0 `C U C R m m N p N w o ., N -o U m �' m W o — m 3 E m W CO "o Q. m L •o m � 0 '> 5 .9 >- .- 0 .g 0m A -Q C �II L L CO X O V V ca O O m U L A U c0II m m m N C U y (LII E E mom `-' g y m � .m -- 3 � m � acc E L `-' `m' `-' = `-' m ° r 0 3 ° o A o O m U o O O co m ca U m — O O �. f- as > 000Oa0maQz ¢ aW Am AU CL . C Lpm m m c c >% o E E U) o W CO `_° C �, c o O O N O N A C C O 0 V O C fy-II C C C r m O cc ._ .� j O O C O p = m A Q cU U 5 m cu co m U E � 0 O fn N i O �• y C m � m N = m A J O V cII 00 mCtW V U 00 m A w Z U m _C. N cu O D U C m 0 = cn C Qx 0) Co c m m 185 ® C/) � of a. LU O � Qm JLL A . A VETERANS SERVICES O O 4 A A 4 O O O O 4 O O a a a 0 18? 0 ! • VETERANS SERVICES • ! • INDICATOR NOTES: ! • ! Are these the appropriate indicators? • • • Do they provide enough information? ! • • • • • • • • • • • • • • • • • • • • • • • • • • iss • • • 0 0 PERFORMANCE INDICATORS 0 o Many tasks that we perform in Veteran Services for the public cannot be o measured or quantified. Our work involves sensitive and complex issues ® that are often very personal in nature such as combat issues. We are fact finders and problem solvers. We deal with all aspects of physical/mental o disablement and profound bereavement. Our clients represent all ages, o ethnic and socio-economic backgrounds. Many of our clients are county employees. Some clients are hostile and belligerent. We endeavor to be o alert, sensitive and compassionate to the needs and concerns of our clients. The following tasks are examples of items difficult to measure or O quantify: ® A. Answering a high volume of client questions during office interviews, phone calls, via correspondence and e-mail o B. Conduct detailed and probing interviews with clients o C. Answering questions from federal, state and local agencies o D. Obtain supporting documentation for claims/appeals to include but not limited to the following: 0 1. Military separation/discharge documents 0 2. Military personnel records 0 3. Death/marriageldivorce/birth documents 4. Physician statements of diagnosis and treatment history 0 5. Service medical records (SMR's) 0 6. Private medical records (PMR's) 0 7. Operation/pathology/autopsy/MRI/radiology reports 0 8. Hospital discharge summaries 9. Miscellaneous information from National Archives 0 10. Affidavits in support of claims/appeals 0 11. Funeral/cemetery bills and paid receipts ® 12. Medical expenses and income reports o E. Time to read/study SMRs, PMR's and other medical reports o F. Claim/appeal packaging and transmittal o G. Numerous clerical/reception functions conducted by all staff 0 0 O 0 o 0 O o 0 0 189 0 0 1998-1999 1999-2000 Workload Indicators: Claims/Appeals 1,182 1,072 Office Interviews 3,247 3,404 Field Interviews 143 84 Incoming Telephone Calls 13,638 14,542 Correspondence In 9,410 7,968 Correspondence Out 4,434 4,365 Welfare referrals 1,645 791 Welfare referrals claims filed 53 46 • Students Approved: Total 301 294 UC 79 76 CSU 95 104 CC 127 102 Students denied 10 12 Savings Realized $720,004 $727,966 Cost Avoidance: #Clients/$ #Clients/$ Medi-Cal (includes CalWorks) 258/$1,034,777 197/$1,007,785 General Assistance (GA) 8/$48,648 0/$0 New Recurring Payments • and Lump Sum 875/$5,198,098 806/$4,866,893 • .190 s • i • • • • • • i • • • i • i O N • • • • • • CONTRA COSTA COUNTY • INDICATORS • • • 2001 • • • * 49 1 1 f • �\ .._. _rte 8_ � ® �� •p fO S • rA_cou�'� • • • • • • • • • • • • • • • ! ! ACRICUL-rURE • • • ! • • • ! ! ! ! • • • ! • i i • i ! • ! • • • • • • s • • • i • • ! • • AGRICULTURE •• • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • • 2 • PERFORMANCE INDICATORS A. Environmental Protection Programs 1. Staff has consistently intercepted a higher percentage of infested shipments than would be anticipated by their workload. • Gypsy Moth Household Good Quarantine Pest Insvections 1999 Data Shipments Interceptions Inspected • Statewide 4,386 38 (including CCC) Contra Costa County 220 16 Contra Costa County 5% 42.1% • As a Percent of the State J I These interceptions of exotic pests by our Biologists on incoming shipments are critical to the prevention of infestations that may be very . costly to eradicate. Exclusion is our first line of defense in the protection • of our county from these devastating pests. 3 B. Consumer Protection Programs 1. The number of weights and measure devices inspected relative to the hours expended on this program has improved. This reflects • increased efficiency of the staff that are involved in this program as the result of last year's training of new staff members, Overall hours in this program were down due to staffing shortages. ■Nunter d lnspec crs; Devices inspected • ■Nunter d Hans • 9000 •8149 ' 8000 • 34 7000 • t 61 4, `0 6000 c 5147 5192 • 0 5000 Co • • 42 987 m 40M C • O • 3000 • F Z 2000 • 1000 • 0 • 94/95 9596 96!97 97198 98!99 99/O0 Fiscal Year • • • D••w••ue9•esamaur .s • • rs • • a.9 • • as eros .11.1 .6191 .fro. rales 6v99 • • This chart reflects the increase in staff efficiency due to focused program training over the last three years. 4 C. Service Programs It has been the Departments goal to reduce and eliminate the federal r♦ noxious weeds Artichoke Thistle and Purple Starthistle. By the 1970's Contra Costa County had one of the heaviest infestations of these weeds • in California with over 100,000 acres infested. The Department has gradually worked to control these weeds in most areas of the county adding new sites as workload permits. Work includes spot treatment of historically infested sites to eventually deplete the reservoir of residual • seeds that continues to germinate. All historically treated areas were surveyed and treated. In addition, the Department treated new areas in East Bay Regional Park's Wildcat Canyon under contract to help them a♦ reclaim their open space from Artichoke Thistle. Approximately 20% of this extremely heavily infested park is now under the treatment program with 80 additional net acres treated this year. The Department contracted for the first time with Mt. Diablo State Park. Most all of the parks 20,000 lightly infested acres were surveyed and treated. The long-term goal for the Artichoke and Purplestar Thistle noxious weed program is to increase • or maintain gross acres treated while net acres treated declines as populations are reduced. Our Department provides technical assistance to the public and agencies on the proper control methods for ground squirrels. We also perform work at cost to protect agricultural settings, highway and railroad rights-of- way, flood control creeks, water canals, county maintained roads, reclamation districts, sanitation plants, city parks and open space areas for homeowners associations. The demand for assistance continues to • increase each year. While our emphasis has been on technical assistance, the number of contracts with agencies and private property owners has increased from 7 in 1995 to 16 in 2000. Artichoke Thistle Purple Starthistle Ground Squirrels Acres Treated Acres Treated Acres Treated Net Gross Net Gross Net Gross 1995 87 64,316 186 8,692 371 939 1996 130 66,096 329 16,725 934 12,575 1997 136 71,256 289 18,822 1,546 25,915 1998 204 62,163 120 11,825 1,351 32,944 1999 271 80,726 205 25,737 1,867 8,993 2000 177 84,878 166 17,215 1,632 11,59 The control of noxious weeds helps to reclaim and protect land from pests that render it unusable for continued agricultural and open space enjoyment. 5 • • • • ANIMAL SERVICES • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 7 • • • • • • ANIMAL SERVICES • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 8 • • PERFORMANCE INDICATORS 2000 Objective: Protect the public from rabies by quarantine of biter animals for observation and identification of animals that test positive for rabies. Animals Quarantined for Rabies Observation Line Overlay Animals Identified as Rabid 1,800ter:....._ _.- _ - 16 f.: 1,600 14 • ���� - it "a�'.�,�: . . 1,400 1,�1 a 1528 12 :x -.- 1,200MM 10. „. • 1,000 1 1.145 1,133 3 ` • 800 6 600 -- • 400 -- 3 4 2 200 -- 0 00 o • 1996 1997 1998 1999 2000 0 No. of Animals Quarantined • --*—No.of Rabies Positives • Of the 1528 cats and dogs quarantined for rabies observation, none were found to be rabid. All positive rabies test results were from wild animals in 2000. Only two rabies' positive animals had direct contact with humans, necessitating medical treatment to prevent rabies in those individuals. 9 • Objective: License dogs and cats after certification of rabies vaccination in order to • reduce the number of potentially rabid animals and comply with state law. • • Animal Licenses Issued 2000 • 44,500 - 29. Y • 44,000 -. s r • M �� '' 44,147 - • 43,500 _ • 43,M0 43,466 • 42)500 - 42,000 - 41,500 - 2,50042,000 41,500 41,803 41,908 • :-2! • 41,000 41,262 "•-{`. _ rz� • 401500 -- 40,000 0,500 40,000 •.T i 39,500 ..:-..:::. .. _.' ..::_:,,;.v:. • 1996 1997 1998 1999 2000 • • Dogs are required by state law to be licensed; cats are required by the County to be • licensed only when they are first adopted from one of the County Shelters. Licenses • are good for one, two or three year periods, but cannot be for longer than the rabies' • vaccination certification expiration date. Licensing provides speedy identification of animals with proper rabies' vaccinations in cases of biting incidents with humans, • thereby avoiding human rabies' treatments for bites. • • • • • 10 • • • Objective: Increase the number of animal adoptions. • • Animal Adoptions • 2000 • • • 3000 _ • =7,`E��"3� owS�.:�_,;+ _ � ���'°i;!,gas "t��.a` r rte': 'n. _ '.Y�`4r'-•'=:v';'=J. r. s':S�s � s7.'-,�c.�`:.ti:: ..r,f�..fy;_ 4y:r a + �3 r R ✓ T rC r `"s 2780 • 2500 - 1 "" 257s Y yY y • T0.0. ^[ I J k �J0'4f �: ` 2465 2000 • 2105 1923 1953 • 1738 O Dogs • 1500 1619 1505 O Cats • • 1000 -- 500 -- 0 0005000 • 1996 1997 1998 1999 2000 • • Animal adoptions have increased through the efforts of the department, its • volunteers, and cooperating animal rescue groups. • • • • • • • • • • 11 • • • • • • Objective: Decrease the number of animals required to be euthanized. • Euthanasia • 2000 • • 30000 .. • 27603' • 25000 �; _ • :.�:.•-. p:, ,•�� M �?s^iw�n;�;r.. �•. ;5:' 'sii• ?45' .5'='.•5':"u:�';!S Y'.t�w: • 20000 -. 't 3 •' ��� - --s Rte`+ � • v ��° 18086 'f - • 15000 13Mgs _ D Mats • • 10000 - 5000 . 0000 5000 6513 • 4861 4504 5239 4824 • 4032 • o4-- 1971 1971 1998 1999 2000 • Animal euthanasia has decreased through the department's focus on animal • adoptions, spay/neuter of adopted animals, and the efforts of our volunteers and • cooperating animal rescue groups at placing animals for adoption. • • • • • • For further information, please visit our website at www.ccasd.org • or call us at 646-2935. • • • • • • 12 • • • ! ! ASSESSOR i • i ! • i i i i i ! ! i ! • i ! i • i i ! ! ! ! ! i 13 i i • • • ASSESSOR • • • INDICATOR NOTES: • • Are these the appropriate indicators? • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • 14 • • • PERFORMANCE INDICATORS A Objective: Reduce the July 1, 1999 backlog of new construction assessments by June 30, 2000 by completing 800 reassessments. 1. Indicator:The number of new construction reassessments completed. 1000 = 950 = ; 900 ■Goal t♦ . _ y.��-. • 850 ;✓ ■Units • 800, Completed 750 "` 700 • NEW CONSTRUCTION Outcome: We processed a total of 985 reassessments. We achieved 123% of this performance goal and added $5,531,599 in valuations to the 2000 Assessment Roll. B. Objective: Reduce the July 1, 1999 backlog of property re-inventory by June 30, 2000 by completing 1,000 property re-inventories. • 1. Indicator: The number of property re-inventories completed. 1500 1000- -eA_ Goal 500 Units a 0 . Completed PROPERTY REINVENTORY • Outcome: We completed a total of 1,219 property re-inventories. We • achieved 122% of this performance goal which resulted in updating our sales and property records to improve our characteristics file used in evaluating comparable sales. � � 15 C. Objective: Reduce the July 1,999 backlog of 307 appeal cases by preparing a defense for all assessment appeal cases that are scheduled by the Assessment Appeals Board. 1. Indicator: The number of assessment appeal cases defended. • 600 5o0 400 ■Goal • 300 200 . ■Units 100 F Completed 0 ASSESSMENT APPEALS Outcome: We defended a total of 565 appeals. We achieved 184% of this • performance goal which protected the County from $737,048,538 in lost • property tax revenue. D. Objective: Reduce the July 1, 1999 backlog of Proposition 8 reductions in value to be reviewed by June 30, 2000 by processing 20,000 Proposition 8 • reviews. 1. Indicator. The number of Proposition 8 reviews completed. 23000 w -..;:= • 22000 21000 I■Goal 20000 19000 ■Units • 18000 _ Completed RESTORATION OF • REDUCED VALUES. Outcome: We processed a total of 22,333 Proposition 8 reviews. We achieved 112% of this performance goal which resulted in adding $1,266,935,829 in valuations to the 2000 Assessment Roll. 16 • E. Objective:Reduce the July 1,1999 backlog of non-mandatory audits by June • 30,2000 by completing 75 audits. These non-mandatory audits are a result of unretumed Business Property Statements. 1. Indicator: The number of non-mandatory audits performed. 85 • 80 ■Goal 75 ■Units 70 Completed • 1 NON-MANDATORY AUDITS Outcome: We completed a total of 80 non-mandatory audits. We achieved 107% of this performance goal and, as a result, added $13,068,977 in valuations to the 2000 Assessment Roll. 17 F. Objective: Meet the County's goal of awarding 50% of the dollar amount of purchases/professional services contracts to Small Business Enterprises. 1. Indicator: The percentage of the dollar amount of qualified purchases/contracts awarded to Small Business Enterprises. • +K.r� �� • 60% ■Goal 40%- 20% _ ■Units Completed 0% SBE QUALIFIED PURCHASES 100% ..._..: 80% _ :;_ • 60% s: ®Goal 40% 20% • 0%.4 s Units SBE QUALIFIED Completed PROFESSIONAL SERVICES CONTRACTS • I Outcome: The Assessor's Office awarded 79% of the dollar amount of our qualified purchases and 100% of the dollar amount of our professional services contracts to Small Business Enterprises. These percentages exceed the Board of Supervisors'established goal and have added to the success of the County's Small Business Enterprise Program by providing small businesses with a fair share of the County's business. Additional information about the County Assessor's Office can be obtained byl visiting our web site at www.co.contra-costa.ca.us/depart/assriassr.htm. 18 � • • i AUDITOR-CONTROLLER • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • i 19 • • • • • AUDITOR-CONTROLLER • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 20 • • PERFORMANCE INDICATORS A. PAYROLUBUDGET DPASION 1. Obiective: Maintain an accuracy level (based on the below- defined criteria)for all paychecks issued. Maintain 98.5% accuracy rate for all payroll work initiated by the • Auditor-Controller's payroll staff(this rate decreased from last year's 99.8% accuracy level because the criteria changed to include all errors resulting in Off-Cycle checks not just errors caused by our Office). a) Indicator. The number of Off-Cycle checks produced, as a result of errors reported including those from County departmental personnel and late employee time cards compared to the total number of Payroll checks. • Outcome: Accuracy Rate = 98.83% of employees received accurate paychecks for the entire year. � 21 #ON-CYCLE #OFF-CYCLE �PERCEI. TAG, Mg. _.CHECKS CHECKS# RATE_ f 07/99 11,821 ' 74 0.63% 08/99 11,873 104 0.88% • 09/99 17,477 123 0.70% • 10/99 18,483 275 1.49% 11199 17,746 212 1.19% 12/99 17,657 265 1.50% 01/00 17,796 317 1.78% 02/00 17.834 236 1.32% 03/00 17,812 200 1.12% 04/00 17,824 184 1.03% 05/00 17,795 187 1.05% • 06/00 17,970 184 1.02% . LCVERAGE 202,088 2,361 1.17% * Includes all Off-Cycle checks resulting from any errors (not just our Office) including late time cards submitted by employees. • 2. Obiective: .Verify the accuracy of the financial information loaded into the County's Budget System (BRASS). • Review the financial information (appropriations, revenues and expenditures) loaded into the BRASS System each month by ' • the County Administrator's Office and reconcile the information to the County's Financial System. a) Indicator The County Administrator's Office receives notification each month by the Auditor-Controller's Office that the financial information has been verified and reconciled within one working day after the information is loaded into the BRASS System. • Outcome: 100% compliance. For FY 99-00 the financial information was reviewed, reconciled and the County Administrator's Office notified within one working day for each of the County's 12 monthly financial runs. • 22 B. GENERAL ACCOUNTING/ACCOUNTS PAYABLE • 1. Objective: Maintain a 99% accuracy rate for processing payment demands. a) Indicator. The number of canceled warrants as a percentage of the total warrants issued is an indicator of • the accuracy and efficiency of the Accounts Payable audit of daily warrant transactions. • Outcome: Accuracy Rate = 98.3, reducing canceled warrants decreases manual off-cycle • processing that disrupts workflow and delays payment to vendors. #of Warrants • Monthof Warrants Canceled Percentage.Rate Issued 190 !53 9 tC ! TOTAL . 10,296 • ' • 23 C. PROPERTY TAX/COST ACCOUNTINGMELFARE 1. Objective: Perform property tax allocations and apportionment in accordance with state codes and with no allocation or apportionment errors. a) Indicator Number and total amount of any allocation or apportionment errors. • Outcome: Total Apportionment/Allocation = $1,273,440,530 • => Total Errors = 0 => Accuracy Rate = 100%, which is significant since more than 200 local public agencies, including the County, rely on these calculations and apportionments to fund their operations and make • debt-service payments. 2. Objective: Prepare and submit all required reports on time and in accordance with state and federal requirements. • a) Indicator Number of reports prepared and submitted on time and in accordance with requirements divided by the total number of reports prepared and submitted. • Outcome: 10 Total Reports Submitted 75 Total Reports Submitted on Time 74-(which is significant since many of the reports are used by the County and other agencies to claim or qualify for outside • funding and 45 of the reports have a late filing penalty . fine of$5,000). El Total Reports Submitted within Compliance 74** 'Submitted within approved extension periods • 1 repos`not submitted in compliance due to Finance System limitations • 24 3. Obiective: Provide optimum customer service to the • Department of Employment and Human Services while maintaining financial controls. a) Indicator. On time release of monthly checks and food • stamps to the General Services Department for distribution (275,000 checks per year and $100 million of distributions to aid recipients are subject to this monthly release process). • • Outcome: 10 months of timely distribution out of 10 months year-to-date. b) Indicator. All check numbers accounted for and check register reconciled to Case Data System controls.by the • 8t'working day following calendar month end. • Outcome: 10 months of meeting deadline out of 10 months year-to-date resulting in maintaining proper financial controls. c) Indicator. Monthly "Aid Claims" reports submitted to state within statutory time frames. • Outcome: *5 months of meeting filing deadlines out of 9 months year-to-date. Meeting statutory time frames results in timely payments from the State to the County; missing reporting deadlines • could delay payments from the State. * Delays were beyond the control of the Welfare staff since they resulted from the State's delay in issuing the required claim . forms. All "Aid Claims"reports were completed and submitted timely once the State issued the proper forms. D. INTERNAL AUDIT 1. Objective: Annually develop and cant'-out an audit plan based on statutory requirements and an analysis of the risk and exposure to loss of the County's financial assets. a) Indicator: Auditor-Controller's satisfaction with the Internal Audit program. 25 • Outcome: Audit coverage improved from last year; however, due to the unexpected resignation of a lead Auditor III and IS Auditor vacancy, audit coverage was less than desired. Audit resources need to be effectively used to review the County's important areas of risk and exposure. b) Indicator. Findings of external quality assurance review of the county's Internal Audit function. • • Outcome: A three year external quality assurance review performed by the Audit Director and staff from the Controller's Office of the City and County of San • Francisco reported that the Internal audit function was in compliance with the Standards for the Professional Practice of Internal Auditing promulgated by the Institute of Internal Auditors, Inca 2. Obiective: Annually prepare a timely, high quality Comprehensive Annual Financial Report for the County. a) Indicator. Receipt of the Certificate for Excellence in Financial Reporting by the Government Finance Officers' Association. • Outcome: Received the Certificate for Excellence in Financial Reporting for the 1999-00 Comprehensive Annual Financial Report. This Award means that the County's annual published report on its financial activities is informative, accurate, timely and meets or exceeds all applicable professional accounting and reporting standards. • 26 E. ADMINISTRATION/SYSTEMS 1. Objective: Enhance benefits of Local Area Network by maintaining system up time during peak hours of operations. a) Indicator Number of down time hours during peak operations as a percentage of the total number of down time hours during peak hours of operations. 2. Objective: Prepare annual departmental budget on time and in accordance with the County s requirements. a) Indicator Submit budget on time and in • requested format. • Outcome: Completed budget on time and in appropriate format. For more information about the Office of the Auditor-Controller you may visit our WEBSITE at hfp://www.co.contra-costa.ca.us/depart/auditorfindex.htmi and/or obtain a copy of the Comprehensive Annual Financial Report(CAFR). • 27 • • • • • BUILDING INSPECTION • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 29 • • • • • BUILDING INSPECTION • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • 30 • • • • PERFORMANCE INDICATORS A. PERMIT PROCESSING _Inspection/Permits 1999-2000 2000-2001 . Percentage >Statistics IncfDec Inspections 65,996 54,461 -17°x6 • Permits 11,938 9,900 -17% CD Permits* 579 504 -13% PW Permits* 1 3,162 3,789 +20% *Processed by CD & PW staff assigned to the APC. During fiscal year 2000-2001, the Department visited area homes and businesses 54,461 times to ensure that safe building standards are utilized in accordance with the 9,900 permits issued. INSPECTIONS DATA 70000 85.E • 60000 55.°87 50000 48M �� • 40000 - 30000 - 20000 00003000020000 . 10000 0 • 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 • 31 PERMIT DATA Application and Permit Center 14,000 __ • 12,000 tt ;zv :Y 10,000 8,000 7eD � �—CD Permits PW Permits 6,000 ...... ...:::�.��:..,.,., .r. . . —�—BI Permits 41000 -. zM z8a; 2941 77W- 2,000 • ssz 4W 4W sr spa 0 504 • 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 • B. PERMIT ISSUANCE PERMIT PROCESSING & ISSUANCE ACTUAL INDICATORS PERFORMANCE 00-01 Residential Plan Review within 2 weeks 85% Commercial Plan Review within 3 weeks 65% Tenant Improvement Plan Review within 1 week 95% • The Department's structural engineers and plan checkers maintained high response times despite strong demand for plan review services. C. CONSTRUCTION INSPECTION CONSTRUCTION INDICATORS ACTUAL PERFORMANCE 00-01 • Residential 10 inspections per da —average 16 per inspector per da • Commercial 6 inspections per da —average 4.6 per ins ctor per da Grading Residential/Commercial —3 per day 3 per inspector per da The Department's inspection staff was highly productive in relation to industry standards in performing the 54,461 inspections. 32 D. PROPERTY CONSERVATION CODE ENFORCEMENT G,/6SES a%,w W r PERCENTAGE i ; UPENEII. � .: �:� r rCbOSED _ 'CLOSED r. 590 788' 134% The aggressive enforcement resulted in more code enforcement violations being addressed than new cases being opened. "This category includes cases resolved that were opened the prior year. For additional information pertaining to the Department, please visit the Department's updated web site at http:ltwww.co.contra-costa.ca.us/depart/bi/index.htm 33 CLERK-RECORDER • • • • • • • • • • • • • • • • • i • • • • • • • • • • • • • 0 • • • 0 35 0 0 • • • • CLERK-RECORDER • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • 36 • • PERFORMANCE INDICATORS A. Elections Office 1. Objective: Maintain or increase productivity without increasing • costs. Note: Costs for Absentees will increase as the volume of AV's increase. The statistics below are from the November 2000 election. a. Indicator: Percentage of absentee ballots per • election 30.34% of ballots cast, this is the highest in the State 37 • • b. Indicator: Number of absentee ballots processed O 117,784 This is 38,837 more than we processed during the March 2000 primary election 0 C. Indicator: Cost per absentee voter 4 $ 2.34 O d. Indicator: Cost per precinct voter 0 $ 7.86 O 2. Objective: Review and correct voter registration roles. 0 a. Indicator: Number of ineligible, non-resident voters O purged (moved, deceased...) A 16,073 during 2000, which brings the total number of O ineligibles removed to 58,271 during the last three years. This saves the County the cost of printing, processing, and O mailing ballots, inserts, etc. O 3. Objective: Conduct"successful" elections with increasing automation. O O a. Indicator: Cost per registered voter $3.22 O b. Indicator: Cost per precinct $1,590 (does not include regular salary or benefit costs) C. Indicator: Time ballot unofficial tally completed on O election day O 12:52 am O d. Indicator: Internet Web Site "hits" The busiest day EVER for the County website was November 7, 2000 (137,171 hits) this set a new mark that Q was set on the last major election day (March 7, 2000— 0 44,920 hits) This shows that technology is increasing O Elections Office public service by enabling immediate access to important information—primarily online results and polling 0 place lookup and directions. (Note: the average number of O "hits" on a weekday is 35,508) O O O 0 0 0 38 0 O B. Recorder and Recorder Micrographics/Modemization 1. Objective: Maintain or increase productivity without reducing accuracy. a. Indicator. Documents recorded per employee 41,368/year (statewide average is 26,454/year) Contra Costa employees record 56% more than the state average. • Documents Recorded per Technician during 2000 • 45,000 I 40.000 • 41,368 35,000 • 90,000 25,000 • 26,454 20,000 • 15,000 • 10,000 • Califomia Average Contra Costa b. Indicator Percent of time in compliance with index requirements 77% -this is an increase of 8% over last year C. Indicator. Documents ordered via the Internet • 2,536 documents in 2000. We saw an increase of 20% compared to the first five months of 2000. d. Indicator: Web"hits" -how many people accessed • the Recorder's Office Website • 5,202 (Aug. 2000—March 2001) e. Indicator: Number of downloaded files 1,679 (Aug. 2000—March 2001)The Recorder's Office had • the 3rd most downloaded file for all of Contra Costa during the reporting period For additional information regarding the Clerk-Recorder Department, • please contact Administration at 924-646-2955 or visit our web site at www.Co.contra-costa.ca.usldegartm ents.htm l and select"Clerk-Recorder" or"Elections." 39 4 a a u 4 a O 4 O O O O O O a 0 a 0 a a a a a a a a 0 a a a a a a 0 o 0 O 0 0 0 40 O O • • • • • COMMUNITY DEVELOPMENT • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 41 • • O O O O COMMUNITY DEVELOPMENT O O O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O O O O O O O O O O O O O O O O O O O O O 42 O O O O PERFORMANCE INDICATORS A. ADVANCE PLANNING 1. Update and maintain County Zoning Ordinance for consistency with • General Plan 2. Update and maintain Williamson Act Program 3. Update and maintain General Plan. 4. Assist Board of Supervisors with various land use initiatives such • as development of the Smart Growth Action Plan. B. CURRENT PLANNING 1. Achieve a 92% - 100% rate for the number of completed applications compared to the number received. 2. Maintain at 6% or less the percentage of projects pending for two or • more years. (See Table 2) 3. Process 80% of land use permits, development plans, minor subdivisions and rezonings within one year; process 80% of variances and tree permits within six months. 4. Reduce by 25% the average number of overtime hours contributed by the planning staff, and reduce by at least 25% the total number of overtime hours for the division. During the year 2000, the eight member planning staff contributed 1,155 hours. 5. Initiate and complete the public hearing process for at least two • code amendments that will streamline the planning process. Application Growth Dated Application Reduction 300 250-'- 50 ■Applications • 200--M . .. Received • 150 i 100t ■Projects Quer 50 i 2 Years o. • 1997 1998 1999 2000 Table 2—Projects pending over'2 years were reduced to 17 - under 5% of total applications. 43 0 0 C. REDEVELOPMENT and ECONOMIC DEVELOPMENT o 1. Increase the amount of financial leverage achieved through funded projects. o O D. CDBG o 1. Increase the number of projects monitored for compliance with contract specifications. o 2. Increase the drawdown rates for Federal funds as measured by o unexpended funds as a percent of annual letter of credit amount . O E. AFFORDABLE HOUSING FUNCTION o 1. Increase the number of affordable housing units constructed/substantially rehabilitated/preserved, and homebuyers assisted. o 2. Increase the number of housing services provided by fair housing/housing o counseling agencies. o F. REDEVELOPMENT FUNCTION O O 1. Seek assessed value increases in the redevelopment project areas. o 2. Increase the amount of private investment stimulated through contractual o agreements. O G. ECONOMIC DEVELOPMENT FUNCTION o 1. Increase the number/dollar amount of business loans made. o .2. Increase the number of jobs created (and link to job training/placement o programs). o H. TRANSPORTATION PLANNING o O 1. Assure that 100% of plans, projects and programs reviewed are o consistent with the County General Plan. 2. Obtain revenue and resources for transportation planning and o implementation. Q 1. CONSERVATION O SOLID WASTE Q 1. Increase amount of waste reduction and recycling programs o implemented. o 2. Increase amount of waste diverted from landfills. o WATER O 1. Seek stronger restrictions on the discharge of salts and selenium from o agriculture in the Central Valley. o 2. Maintain collaborative dialogue among agencies, CALFED, and LTMS on o the potential for beneficial reuse of Bay sediment in the Delta . O 44 o 0 J. MANAGEMENT SYSTEMS AND FISCAL OPERATIONS PERSONNEL 1. Decrease time period positions remain vacant to three months. FISCAL 1. Complete CD portion of refunding process on 85% of the Land Use • Projects within 60 days of decision. • 2. Complete CD review of customer fee inquiries within 60 days. INFORMATION TECHNOLOGY SERVICES 1. Make available to public via Internet the zoning, General Plan 2. designation and other information on APNs. 3. Make available to public and staff project status information. r 45 COOPERATIVE EXTENSION • 0 i 0 0 • i • 0 0 0 0 0 i i r 0 i 0 0 0 0 0 1 0 4? 0 O O O O COOPERATIVE EXTENSION O O . O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O O . O O . O O O O . O O O O O O O O O O O O O O 48 O O O PERFORMANCE INDICATORS A. Objective: Extend research-based information to Contra Costa County residents through a variety of research and non-formal educational means. Indicator A total of more than 28,549 County residents have been • reached through this important University of Califomia-Contra • Costa County educational and research partnership. Data: Refer to Table 3 below for outreach by programs and methods. • 49 O ' O O O TABLE 3. NUMBER OF CLIENTS REACHED BY PROGRAM AND METHOD O Urban METHOD Ag Youth Nutri Hort Env Ed Admin TOTAL O Not O Workshops 1792 3350 76 370 Available 5588 Q Multi-session O Classes 208 53 261 O Personal O Consultations 455 76 36 1682 120 2369 Group O Consultations 550 47 5143 300 6040 Q O 4-H Clubs 550 550 �Q 4-H Youth Groups 1750 1750 Extenders, O Trained 350 24 300 674 Q Extender, O Outreach 65 2800 2865 O Newsletters O Mailed 5950 1200 413 7563 Website Hits, E-mail 861 861 Q Other 28 28 O Mailings O Not O TOTALS 1 8197 1 7891 1 3219 1 8822 Available 420 1 28549 O Outcome: Increasing numbers of County residents(including many of the O most needy)are receiving quality educational resources from O Cooperative Extension. O B. Objective: Improve the nutrition-related practices of low-income adults. O Indicator Number of nutrition program graduates improved from pre-to Q post-test on 24-hour food recall. O Outcome: Of the 329 graduates of nutrition education program, 95.3%of 0 graduates showed improved scores on 24-hour food recalls of 0 foods eaten. County residents (families with children) O participating in Cooperative Extension programs are making Q important behavioral changes based on the education they have received. O O 50 Q Q . O C. Objective: Reduce the number and amount of environmentally toxic pesticides sold from locally-owned hardware stores. Indicator. Sales of pesticides reported to hardware stores. Outcome and Data: Contra Costa Central Sanitary District statistics indicate that reduction in sales of chemicals containing diazanon or chlorpyriphos ranges from 20-35% in hardware stores cooperating in • the "Gardening the Less Toxic Way" presented by Master Gardeners. D. Objective: Reduce the levels of diazanon and chlorpyriphos in the waste treatment water received at the Central Sanitary Wastewater Treatment facility. Indicator and Outcome: In analyses of effluent in the waste treatment facility, Contra Costa Central Sanitary District reports"a significant"reduction of the chemicals • in question in the effluent received through its waste treatment plant. E. Objective: Increase the public awareness of the University of California Cooperative Extension's Master Gardener Program. Indicator: Increase in calls to the MG Hotline; increase in requests for MG speakers. The call volume to the MG Hotline has maintained a steady increase, justifying the separate telephone line, which was provided to the MG Program by the County. The weekly article in the Contra Costa Times gives the phone number and web-site, where gardening information relevant to this area is presented in a timely fashion. The web- site was initiated in March 2001 and by the end of May 2001, • with little advertising, had received over 400"hits." F. Objective: Involve youth in their communities through community service, service leaming, and participation in boards of directors of community agencies. Indicator: Initiated and provided leadership to inception of a Contra Costa county Service Leaming workgroup. Administers the Countywide Youth Commission. 51 O O O Outcomes: Teacherslagencies became acquainted with principles of O service learning at two workshops held in the County. Youth O learned leadership skills and applied them to their O communities. Staff who work with adolescents increased their O knowledge of how to effectively work with youth. O G. Objective: Reduce the use of toxic pesticides in local apple and pear O orchards. O Indicator: Pesticide Use Reports and project records. O Outcome: 89-99% of pesticides used in our "Reduced Risk O Demonstration Sites" were very safe"reduced risk" materials O like oil, sulfur, and mating disruption. The use of more toxic O pesticides was reduced by up to 73% over the course of three years. O O . O Figure 1: About 80% of pesticides used in local apple and.pear orchards (CONY, Conv) are very safe"reduced risk"materials like oil, sulfur, and pheromones. Eighty nine to 99% Q of the pesticides used in our demonstration orchards (MD,IAP,BIFS) were reduced risk O materials. O O Applied Insect & Disease Management Materials O O 200 ®Reduced Risk oTraditional O ` 180 - 160 - 140 - G6 80 Iso140 a 120 a 100 O 80 O w 11 so a O c 40 0 d 20 6mmwil MEN, 0 O IAP M01 IAP1 MO2 cow WS IAP2 M03 CONY BtFs1 Q (Can) (Cam) 1998 1999 2000 O O O 0 O O O O 52 O O O Figure 2: The use of more toxic traditional pesticides like organophosphates and carbamates were reduced by 36% to 73% in our Reduced Risk (IAP, BIFS, MD) demonstration orchards in 2000. Applied Organophosphates & Carbamates 14 ■Organophosphate ❑Carbamate(insecticide) ■Carbamate(thinning) • 12- 0 10 • a _2. S w s 0 • 4 • 2- 0- LAP 0IAP MD1 LAP MD2 CONY BFS IHP2 MD3 CONY BEFS1 • (Com) (Com) • 1998 1999 2000 H. Objective: Provide information promoting environmentally friendly, economically viable and socially just food production systems in Contra Costa County. Indicator: The number of requests for information by farmers and • prospective farmers and their voluntary attendance at • Cooperative Extension classes, meetings, and workshops. Outcome: The Farm Advisor sponsored 15 workshops (attended by 1,792 farmers or farm workers), provided 455 personal • consultations, and published 16 newsletters making 5,950 contacts with local growers. 53 - o !1 0 0 O 0 0 0 0 a 0 0 a a a a 0 0 0 u 0 0 0 0 a a u 0 a a a a a 0 a 0 0 54 0 o • • • • • COUNTY ADMINISTRATOR • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 55 • • O O O O COUNTY ADMINISTRATOR O O O O INDICATOR NOTES: O O O .Are these the appropriate indicators? O O O Do they provide enough information? 0 O O O O O O O O O O O O O O O O O O O O O O O O O O 56 O O O PERFORMANCE INDICATORS A. ADMINISTRATIVE SERVICES 1. Maintain fiscal integrity of County a. Indicator: Maintain critical financial health indicators. Outcome: In 2000, the County earned long-term debt ratings of A 1 (Moody's) and AA- (Standard and Poor's), • among the highest ratings of any California county; underlying obligation rating of AA and Aa by SSP and Moody's Investors Service; short-term ratings of MIG 1 (Moody's) and SP 1+ (Standard and Poor's), the highest • possible short-term ratings. b. Indicator: Maintain a high overall measure of lender confidence. Outcome: In 2000, the County maintained a high overall measure of lender confidence in the County as measured by the Tax and Revenue Anticipation Notes (TRANs) Ratio = County Interest Rate/One Year Treasury Rate (lower rate is • better). The table reflects County issuers who sold TRANs of the same maturity (15 months) as Contra Costa County over the past three years. TRANs-Ratio_.4;:w:::.:.::::,.. .. .:.: • County19.60% 998 Ranking 1999 Ranking 000 Ranking Contra Costa 9.00% 1 68.0% 2 76.5% 1 Santa Clara 9.40% 2 68.0% 2 n/a nla Sacramento 3 74.8% 6 77.8% 2 San Diego 69.70% 4 67.6% 1 78.5% 3 • Riverside n/a n/a 68.2% 4 78.5% 3 San Bernardino n/a n/a 68.9% 5 8.7% 5 C. Indicator: Goal of 5:1 return on investment in the Grant • Revenue Improvement Program (GRIP). Outcome: In 2000, the retum on investment (ROI) from GRIP awards exceeded the 5:1 goal with a 9:1 ROI, and received an Award of Merit from CSAC. 57 0 0 2. Organizational efficiency, effectiveness, and excellence. 0 a. Indicator: Satisfaction of Board Committee members with 0 staff support. 0 Outcome: 83% of committee members responded with the 0 following overall ratings: Q Category Unaccept < Sat Sat > Sat Exc Outstand Meeting Packets ✓ Q Agenda ✓ Q Staff Advice ✓ Q Staff Responsiveness ✓ I Q Staff Reports ✓ Q b. Indicator: Percent of actions approved by the Board as Q recommended by the CAO. Q Outcome: In 1999, 99%. c. Indicator: Number of County job classifications in which Q assistance was provided to identify essential functions to 0 further the achievement of affirmative action goals. Q Outcome: In 1999, a total of 30+4 job classes were reviewed. 3. Inter-governmental cooperation and public access to government. Q a. Indicator: Number of abandoned vehicles removed from unincorporated areas of the County; cost per vehicle removed. Q Outcome: In 2000, a total of 1529 vehicles were removed, either by voluntary compliance or towing, at an average cost of$116 per vehicle. Q b. Indicator: Number of volunteers recruited; benefits to the County of volunteer services. Q Q Q Q Q Q Q Q 58 Q Q 0 Outcome: Program Hours Animal Services 9,781 Contra Costa Regional Medical Center 23,152 Friends of the Library 40,943 • Libra - Project Second Chance 9,023 Library Volunteer Program 33,476 Volunteers in Probation VIP 6,080 Sheriff-Coroner 56,200 SAVES (Sheriff All-Volunteer Extended Services) RACES (Radio Amateurs Civil Emergency Services) Search and Rescue Air Squadron Diving Program • Amateur Radio Operations Cadets/Ex lorers EHSD Volunteer Program hours 75,854 Total Hours: 224,509 C. Indicator: County Administrator hours spent representing the County on regional bodies per month in 2000 an average of eighteen hours per month. Indicator: Measure of effectiveness or a 5 point scale with 1 representing low effectiveness and 5 representing high effectiveness. Effectiveness measure from other participants 4.5. Outcome: With so much day-today responsibility, many managers and administrators avoid regional bodies. This reduces their perspective and working relationship in collaborative enterprises. By spending time on regional bodies and having been judged effective, the County is well • positioned in regional matters. d. Indicator: Major department interventions made by staff. • DEPARTMENTS OR AGENCIES RESULT Facilitated meetings between Probation Increased number of Probation and EHS foster cases eligible for federal funds and improved coordination Provided computer assistance to ten Resolved computer system issues • smallest departments Assisted Veterans Services in Richmond office was able to reopen developing a Board-approved staffing full-time Ian 59 O O ' O DEPARTMENTS OR AGENCIES RESULT O Facilitated discussion with cities and Prepared five-year financial outlook O communities regarding East County fire for EDFPD and OFD O services O Facilitated agreement between Medical services provided in O Probation and Health Services juvenile institutions Evaluated needs of airport Prepared analysis of current O subcommittee revenues O Established an interagency fiscal work Maximized and leveraged funding O group across rigid children and family service boundaries' O Negotiated major annexation agreement Protected County from funding loss O in City of Concord for commercial and industrial O properties in North Concord O Negotiated master service agreement in Detailed costs for fair provision of Oakley services O Conducted budget workshops for Instituted procedural changes.in O departmental budget offices budget, purchasing and budget , O document preparation O Conducted five hearings regarding Reconciled animal rights with pubic dangerous animals safetyO Helped Human Resources with labor Helped develop costs pertaining to O negotiations long- and short-term strategies O Redesigned interdepartmental and Improved consistency, predictability external charging and fairness of interdepartmental O charging Q Negotiated redevelopment agreements Protected County revenues O with Brentwood, EI Cerrito and San O Pablo Reviewed twenty-four annexation Twenty-four annexation proposals O proposals submitted to LAFCO were approved O Worked with EHSD, Health, Sheriff, Produced a new procedures O Public Administrator, and County manual Counsel to revise County procedures O for indigent cremations and burials Q Lead purchasing policies task force Published County Purchasing O Guide O Conducted a study of overhead charges Revised charging model of GSD Architectural Division O Established a multi-department Forms and procedures updated Q committee to review and update O standard contract forms and procedures O Studied means to improve County Web Gave County Web page a facelift page O Sponsored results accountability Improved results accountability O seminars O O 60 Q O O • • • Outcome: Many of the County Administrator's office functions are • individual actions and cannot be quantified in the same way as repetitive actions, but they form a pattern of success and efficiency in resolving • problems and improving operations. B. CCN/PUBLIC OUTREACH • HOURS • Number of hours of "live" studio programming (such as; "For the 204 Recordn, "Ask the Doctor", "Mental Health Perspectives" and "A Car is Not a Home% a program on homeless families in Contra Costa). 204 total hours of first run programming produced. Includes re-airing of programs during daytime and during the night between 11:00 p.m. • and 4:00 a.m. Number of hours of local event programming. (such as "Urban Limit 720 • Line Hearing", "Pleasant Hill BART Design Charettes", "Cesar Chavez Celebration", "Martin Luther King, Jr., Celebration", "Awards • of Excellence Ceremony", "Women's Hall of Fame Event", election coverage, multi-cultural events, library events and various youth • leadership conferences. (720 hours of first run events produced.) Includes replays of some events, as well as, election coverage • during a presidential election year. • Number of hours of satellite programming aired. (such as, FEMA, 468 "Recognizing Child Abuse Identification and Reporting", "Reading is Fundamental", and various :national "Town Hall Meetings".) 468 hours of first run satellite downlinks. Include some re-broadcasts of • taped satellite programs. Number of hours of weekly Board of Supervisors meetings aired on 800 • CCTV. Number of hours of educational programming aired on CCN, 1008 • including tele-coursed from California State University — Hayward, Contra Costa Community College District, and Mt. Diablo Adult Education, as well as, general interest education programming. • Number of cable complaints received from subscribers in 122 unincorporated Contra Costa. Number of tape duplication requests in 2000 was 640, generating 640 approximately $12,800 in revenue. Number of grants issued to 12 County departments/divisions for 14 • video production. Number of local announcements added to CountyNet. 480 • Number of hits in 2000 to CountyNet, the electronic information cable 3000 guide, cablecast on CCN. Number of Public Information responses from web inquiries from 49 May 2000— December 2000. • • • 6Y • • O O O Outcome: CCTV provided programming that is useful information or positive presentation of countywide events. Such programming would not O be available otherwise. This effort prompts tape duplication requests and O hits to Cableguide. O C. CLERK OF THE BOARD 0 O Responses to requests from County departments for 278 0 research. O Copies provided to County departments. 3,772 O Responses to requests from public for research. 249 Copies provided to public. 6,210 0 Timeliness of agendas and summaries 100% 0 Accuracy of agenda and summaries 99% O Outcome: Cleric of the Board produces records of the action of Board of O Supervisors and other bodies in a high volume, high efficiency mode. O D. HUMAN RESOURCES 1. Current Indicators: a. Indicator: Expand the utilization of Internet recruiting. O Outcome: Expanded the utilization of Internet recruiting through redesign of our Website, the establishment of an on- O line application system and maintained 100% use of the Internet as a recruitment tool for non-promotional exams. b. Indicator. Streamline hiring procedures. Outcome: Coordinated with departments to include on-site O employment offers to 150 applicants for complex and hard- to-fill positions. C. Indicator: Streamline examination procedures. O Outcome: Streamlined examination procedures to include computer-based testing in the classification of Clerk- Experienced Level. d. Indicator: Increase the percentage of frequency with which O eligible lists are established. O Outcome: Increased to 90°x6 the percentage of frequency O with which eligible lists are established within the time O frames stipulated in the recruitment services agreements. O O . O 62 e. Indicator. Increase the percentage of frequency with which Benefit packages mailed to new hires. Outcome: Increased 98% the percentage of frequency with which Benefit packages are mailed to new hires within three days of receipt of hiring forms by the Benefits Division. E. OFFICE OF REVENUE COLLECTION Parking citations processed on behalf of 35 issuing 70,444 ...agencies. . Gross revenue collected from parking citations. $1,784,674 Earned fees from parking citations. $189,519 Payment plans established for high cost citations. 410 First level appeals processed. 7,090 Second level appeals processed. 1,026 Gross revenue collected from all services. $7.8 million Debtor payment plans established. 7,064 Annual amount collected per collector. $340,000 Earned fees and commissions. $2.0 million Telephone calls made to debtors. 171,000 • Collection notices mailed to debtors. 202,000 Outcome: Office of Revenue Collection pays for itself, generates revenue, and efficient collection. F. POLICY AND INNOVATION INSTITUTE Hours of assistance with group and system improvement requested by • departments, programs, and other agencies: 624. Hours of contract to assist departments/divisions with multi-agency collaboration and system improvement: 412. Hours of classroom and workshop presentation: 18. Hours of contact with students: 3800. Level of satisfaction for 2000-2001: Charge 1999-2000 Overall Rating Leadership Academy 4.3 • Consultation 4.8 Retreats 4.0 1-5 scale 5 highest 1 lowest Outcome: Policy and Innovation develops and maintains "Best Practice" • approaches to the many issues of management and leadership. 63 G. RISK MANAGEMENT 0 0 1. Number of Claims Reported and Handled during Fiscal Year Q Type of Claim FY '97-98 FY'98-99 FY '99-00 Workers Reported (new) 1,892 2,041 2,169 0 Compensation Oen (previously reported) 2,705 2,850 2,747 0 Total Claims Handled 4,597 4;891 4,916 0 General and Reported (new) 349 268 244 0 Automobile. Oen (previously reported) 343 315 252 Q Liability Total Claims Handled 692 583 496 Q Medical Reported (new) 34 20 21 Malpractice Open (previously reported) 61 52 1 30 Q Liability Total Claims Handled 95 72 1 51 Q Outcome: Liability and medical malpractice have been steadily reduced. Workman's Compensation is on the rise. 0 H. TRAINING INSTITUTE 0 Number of regularly scheduled training courses conducted. 198 Q Number of County and other agencies' participants enrolled 4,327 0 in regularly scheduled training courses. Q Number of completed participants who enrolled in regularly 3,765 scheduled training programs. On a scale of 1-4 (excellent), the average of participant 3.7 Q evaluations to training courses. Q Number of new training topics introduced into the regularly 2 8 scheduled Countywide training curriculum. Number of custom training programs and organizational 63 development services conducted for County departments. Q Number of custom training programs and organizational 24 Q development services conducted for cities and other Q agencies. Revenue from County departments, cities and other public $100,000 Q agencies for custom training programs and organizational Q development services. Q Number of contracted days for custom training and 125 Q organizational development services for County departments, cities and other public agencies. Q Number of pro-bono training and consulting services 15 Q provided to County departments, and individual managers Q and supervisors. O 64 Q COUNTY COUNSEL f i i . • • i ! ! i • • • • • • • • • • * 65 O O O O COUNTY COUNSEL O O O O INDICATOR NOTES: O O O Are these the appropriate indicators? .0 O O Do they provide enough information? 0 O O O O O O O O O O O O O O O O O O O O O O O O O O 66 O O 0 PERFORMANCE INDICATORS A. COUNTY COUNSEL'S OFFICE PRODUCTIVITY REPORT County Counsel's Office Productivity Report FY 00-01 • FuuanoWAL r vny f Fr 92-m I Fr 93.94 1 Fy 94-95 I Py 9596 I Fr 9697 I Fy 97-m I Fr 9899 1 TR,gn I YR zmo • CrnL Lrn(mTrom • A.New Cases Cowed 302 224 148 214 187 162 214 189 144 • B.Cases presently active 551 578 I 617 672 777 905 904 760 747 • C.Avg No.lit cases handled,per DCC 38.3 37.3 37.5 42.3 48.5 49.1 45 36.5 34.1 i D.Avg svc hrs per lit case.per DCC 42.3 43.3 1 43.1 38.3 33.4 33.0 36 I 44.4 47.5 • E Total fitigalion hrs 123293 25,053 26,557 25.731 25,924 29,729 32.529 33,755 35.451 • '<Oi4+Ka .aw.a ►a.cndm I �e. • JtrveNlLE SERVIC:E4 • A.Depend/AGandonHeanngAppearances �!I 7,038 ' 7279 8,130 8,663 9,398 9,538 11.553 11,663 13.258 • S.Avg No.Hearings Handled.per CCC 1218 1,182 1234 1251 1267 981 1,064 1,094 1,197 • . C.Avg Service Hours per Heanng Appearance 1.33 1.37 1.32 129 1.28 1.65 1.52 1.48 1.35 • CCN9FRV�TI7R=NrP(!_P57 A.New Cases Cpened 281 347 372 366 341 27S 403 486 I 591 • B.Avg No.LPS Hearings,per DCC 613 605 849 687 721 NA 465 396 I 658 • • C.Avg Service Hours per Hearing 2.55 2.68 1.91 2.36 225 NA 3.49 4.10 2.46 • • • • • • • • • • • • 67 Q . O B. JUVENILE SERVICES PRODUCTIVITY REPORT O Contests-Antioch,Dept 61,Dept 10,Dept 18,Richmond O 0 Contests set for Each Child 0 1900 O Year Contests 1994 I 1,137 _ O 1995 1,316 1700 Q 1996 { 1,429 O 1997 1,495 two - O 1998 I 1572 1999 { 1694 130o O 2000 1849 0 1' I O 1100 1994 1995 1996 1997 1998 1999 2000 O O Juvenile Dependency Matters-Briefs &Appeals O Juvenile Briefs & Appeals O Year briefs&Aa eats 140 O I i O 1994 I 21 1995 70 120 1996 109 1001 ' { 1997 95 80I 0 1998 117 1999 109 60i O 2000 -118 4020 1994 1995 1996 1997 1998 1399 2000 O O New Juvenile Dependency Cases Opened O O New Cases Opened O Year New Cases O ened 900. O 1994 360 - ------ 1995 443 800' --- ---- -�- I O 1996 417 700 O 1997 ' 526 Q 1998 555 I 6W.. ---- .. - - - - 1999 1 812 2000 1 798 i { O 1994 1995 1996 1997 1998 1999 2000 i O I O O 68 O O 0 C. UTIGATION PERFORMANCE MEASURES 1. Civil Litigation—Tort Unit. Assigned Cases_ . (a) Resolve 90% of cases with a "remote chance' of liability by dismissal or judgment within estimated cost-of-defense liability targets. — 100% of cases were resolved within estimated cost of defense • liability targets, and with no actual recoveries. (b) Resolve cases with a "reasonable possibility' of liability at a cost equal to or less than 75% of amount administratively reported at risk • and within liability targets_ — 100% of cases were resolved at less than 75% initial estimate and with no recovery. (c) Resolve 90% of cases with a "probability' of liability at a cast equal to or less than amount administratively reported at risk and within liability targets. • — 91% of cases with a"probability" of liability were resolved at less than initial administrative cost estimate. (d) No liability in 80% of assigned civil rights cases. — No liability in 70% of assigned civil rights cases. (e) Denial of liability, by settlement, dismissal, or trial, for violation of civil rights in 80% of cases litigated. — Denial of liability in 100% of cases litigated. 2. Other Civil and Administrative Litigation. (a) Uphold at least 80% of Board of Supervisors' decisions legally challenged. — No challenges decided during 2000. (b) Denial of civil writs of mandate in at least 80% of petitions litigated. — 100% of litigated civil writs of mandate were denied. 69 a a (c) Uphold at least 75% of department personnel decisions and 4 actions in administrative proceedings (Merit Board, arbitration, 4 etc.). Q 92% of department personnel decisions that went to hearing in administrative proceedings such as arbitration, Merit 4 Board, etc., were upheld. O O (d) Uphold an average 80% of Assessor's assessment in business O property tax appeals where roll value exceeds $30 million per case. O O Achieved goal of over 80% on average for major appeals. O D. ADVISORY PERFORMANCE MEASURES O O 1. Respond to 90°x6 of written requests for services requiring drafting or legal analysis within 30 days or negotiated time targets, including extensions. O 91% of written requests for services requiring drafting or legal O analysis were responded to within 30 days or negotiated time Q targets, including extensions. 2. Approve 95% of County Counsel standard form contracts received within seven working days from receipt of request. O O Approved 98% of standard form contracts received within O seven working days from receipt of request O 7 O O O O O O O O O O O O O O O O ?O O O • • • • • DEPARTMENT OF INFORMATION TECHNOLOGY • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • s • • 71 • O O O O DEPARTMENT OF INFORMATION TECHNOLOGY O O . O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O . O O O O O O O O O O O O O O O O O O O O 72 O O O 0 w PERFORMANCE INDICATORS Indicator. Leadership, Innovation, Excellence and Education Objective: To consistently introduce new and innovative ways of property employing technology within the County. • Outcome: DoIT has continued to roll out multiple Electronic Commerce applications for the County. The department (County) is represented as Co- Chair and member of two of the State of California's highest visibility business, Electronic Government and technology committees. The County's IT Team continues to be looked upon as a consistent leader in designing and • implementing new technologies. Contra Costa County was included among the less than 10%of ALL government organizations in the United States to have a working Electronic Commerce Strategy by the Public Technology Institute(PTI) and the National Association of Counties (NACO) in March of 2001. The County's Information Security program is viewed as a model for the rest of r 73 California's 57 counties, and has been replicated in more than a dozen. Systems&Programming purchased and implemented a new Rapid Application Development methodology. This methodology allows us to quickly uncover, gather, and document business requirements with customers. The DoIT is able to solicit consistent questions and receive comprehensive responses that will 0 ensure the technical solutions created for our customers meet their business goals and objectives. It is anticipated this tool will save up to 30% in costs associated with designing systems with the wrong input from the customer 0 during the analysis and design phase of a project. DoIT has developed paper educational and marketing brochures. Through the leadership of our Electronic 0 Government Liaison Team and our technical staff, we are developing this material in multi-media format on mini-CDs.These will be available to all County 0 employees and managers to share information about new technologies being 0 tested and implemented throughout the County. 0 0 • Indicator: Education of Team Members 1 0 Objective: The number of hours and number of staff who participate in formal 0 training, conferences, seminars, and self-study courses is targeted above 90%. 0 i Outcome: One-hundred-percent (1000%) of S&P staff participated in some type of professional development courses. Over 85% of the remainder of DoIT staff 0 participated in professional educational/development courses.The department 0 has numerous candidates for Bachelor,of Science and Bachelor of Arts degrees 0 in the making. The Department HIGHLY recognizes and fosters the value of Q advanced education. 0 • Indicator. System Availability 0 Objective: 100% availability of all County Wide Area Network connections and 0 Enterprise class machines. The County's WAN transports over 55 trillion 0 characters of data each month. The Enterprise class servers process over 8 0 million transactions each month. Outcome: WAN Availability=99.90%. Enterprise Server Availability=100.00% 0 • Indicator: Production/Process Accuracy I Objective: 98% of total production jobs will successfully complete. 98% of all 0 Operations jobs delivered will be accurate. 0 Outcome: 99.58% of total production jobs successfully completed. 99.99% of 0 total jobs delivered error free. I� m I j. 74 db • Indicator: Income Generation (Economic Self-Sufficiency) Objective: As the Department of Information Technology is a "cost free" department, it is charged to recover 100%of its costs. County departments are able to use any information technology service provider they find applicable. That means DoIT must compete effectively with the private sector for business • opportunities within the County. Outcome: Percent staff hours billed, Systems & Programming Staff = 116%. Percent staff hours billed, Desktop Network Services Staff= 112%. We follow a • business mold for our effort. • Indicator: Customer Service Levels Objective: Resolve 85%of all customer calls at Level One(via telephone at the • Customer Service Center) immediately(within 15 minutes). Results in improved customer service, as well as increased revenue productivity by virtue of using "Level One" technicians to solve problems. Outcome: 88% of 12,476 customer calls to the CSC were resolved immediately • at Level One. This enables a more positive transition to technology. Objective: Meet or Exceed a Customer Satisfaction Rating of at least 95%for overall customer service to County departments, as measured semi-annually. Outcome: Overall Customer Satisfaction Rating (annual survey) = 4.65 (93% rated Excellent). Systems & Programming Team scored 4.90. For additional information regarding DoIT programs see the following: • CCC website (www.co.contra-costa.ca.us). • DOIT's quick reference for IT service needs, a marketing and education brochure � 75 `1 Q ' 4 o o o o ` a o ` o a o o o � as �r ?6 o db • • • • • GENERAL SERVICES • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 77 • • • i O O i O O GENERAL SERVICES O O O . O INDICATOR NOTES: I O O O Are these the appropriate indicators? O O O Do they provide enough information? O j O i O O O O O O O O I O O O O O O O i i O i i 0 i 78 O PERFORMANCE INDICATORS The Stationary Engineers Division includes Stationary Engineers and two Steamfitters that maintain mechanical systems, primarily related to HVAC. The • charts below show charge-out rates for County staff as being the lowest among five counties and that Steamfitters are lower in cost than local private companies. Stationary Engineer Hourly Labor Charge-Out Rates Compared to Other Counties FY 2000-2001 County Contra Alameda Santa Clara San Sacramento Costa Francesco Hourly Rate $51.49 $72.90 1 $68.97 $55.25 $55.84 79 • O ' O Stafioriary Engineer Hourly Labor Charge-Out Rates Compared to Other O Counties-1999 O $60.00 O $M-00 O 10 $60.00 O $50.00 O a $40.00 ■H=V Rate 3 $30.00 O _ $zo.00 O j $10.00 $0.00 O dr F0a2 G`,�� a.0 O o� Pa����� eC O O Outcome: This demonstrates that the Stationary Engineers are providing cost-effective service to our customers. j O Steamfitters (HVAC Mechanics) Labor Charge-Out Rate Compared to Private Sector Year 2000, Company General Comm Air Martinez American Cal Air O Services Shestmetal Air Hourly Rate $67.31 $81.00 $78.00 $81.00 $100.00 O Outcome: This demonstrates that the Steamfitters are providing cost-effective service O to our customers. O O The Engineers have higher productivity as compared to Local 39, which sets the standard for private sector work. i Square Feet of Facility Space maintained per Stationary Engineer Compared to Industry Standard, Local 39 County vs. Industry 2000 Contra Costa Local 39 Stationary -Engineers Sq. ft. maintained per 299,000 ! 150,000 to 200,000 Stationary Engineer O Outcome: This shows that the Engineers are providing a highly productive service to O our customers. O � O 8O O 0 0 o .:a 0 o General Services Building Maintenance has taken a proactive approach to the reduction of energy usage. Electricians replaced traffic signal green and yellow incandescent o lamps with the more efficient LED (Light Emitting Diode) signals at County owned intersections to save energy. LEDs last ten to fifteen years whereas incandescent lamps last only 12 months and in the past have been replaced annually. With the LEDs annual traffic signal maintenance will be modified to exclude lamp replacement thus o saving annual cost of purchasing lamps and labor replacement costs. LEDs will also result in fewer call-outs associated with lamp failure. Nearly all red LEDs were installed two years ago. All County owned traffic signals will be equipped with red and green LEDs by June 1, 2001. Below is a look at the estimated reduction in watts and savings associated with the new LED replacement project. 0 It is estimated that the County costs for purchase of LED lamps will be fully reimbursed • by the California Public Utilities Commission. (Units purchased for the 2/1/01 to 611/01 LED lamp installation project o # of LED Lamps Purchased 956 Gross County Costs $158,830 Less Estimated Rebate * $158,830 • 1 Net County Costs $0 o * This program is funded by California utility customers and administered by the state's investor-owned utilities, under the auspices of the California Public Utilities Commission. Traffic Signal Type Incandescen LED watts Estimated # of Reduction t lamp watts reduction in units in kilo watts Per unit installed watts Green ball— 12 inch 150 12 138 732 101,016 Green arrow—12 inch 150 13 137 97 13,289 Yellow flashing — 12 150 25 125 92 11,500 inch Red ball 12 inch 150 17 133 32 4,256 Red Arrow 12 inch 1150 12 1138 3 414 Total Reduction in Watts When LED In Use instantaneous 130, 475 Total Reduction in Kilo Watts When LED In Use 130.5 Estimated kWh Saved Per Year 571,590 Estimated Annual Savings in Purchasing kWh (Based on 16 cents per kilo $91,454.4 watts)** 0 • **The cost of electricity is increasing rapidly thus the dollar savings will be even greater then listed. • Outcome: The new LED project has resulted in energy conservation and savings for the County. The County's traffic signals are now not only more efficient but also last longer thereby improving service to the Public. 0 0 81 • i Building Maintenance also performed LED traffic signal replacement for 10 contracted cities that opted to participate in this energy saving project. Below shows the reduction in watts when in use for these cities. Traffic Signal Type Incandescen LED watts Estimated #of Reduction • t lamp watts reduction in units in watts watts er unit installed Red- 8 inch 69 13 ! 56 313 17,528 Red— 12 inch 150 17 133 552 73,416 • Red arrow 12 inch 150 12 138 116 16,008 • Yellow 12 inch 150 25 125 8 1,000 Green 8 inch 69 10 59 729 43,011 Green 12 inch 150 12 1138 1 1825 251,850 Green arrow 12 inch 150 1 13 1137 1769 105,353 Total Reduction in Watts When LED in Use instantaneous 508,166 , Total Reduction in Kilo Watts when LED in use 1508.17 Estimated kWh Saved Per Year 12,225,784 Outcome: The new LED project has resulted in energy conservation and savings for the contracted cities whose traffic signals the County maintains. These city traffic signals • are now not only more efficient but also last longer thereby improving service to the Public. Old T12 lights and electromagnetic ballasts are being replaced at Los Medanos by new General Electric T8 lights with electronic ballasts_ The T8 fluorescent lights have lower energy consumption yet better light resolution. The T8 light and ballast use 11.67 less watts per light than the T12 light and ballast yet have a 2% gain in light resolution. Approximately 4000 T8 lights and 2000 electronic ballast will be installed. The T8 light cost $2.60 each and the electronic ballast cost'$18.00 each. One electronic ballast is installed for every two T8 lights and PG&E will issue a $7.50 rebate per lamp. The Los Medanos project is to begin on April 26, 2001 and should be completed by June 1, 2001. Gross Approximate County cost for 1200, T8 light units $13,920 Less estimated rebate * i $9,000 • Net County Cost for T8 light units $4,920 • This program is funded by California utility customers and administered by the state's investor-owned utilities, under the auspices of the California Public Utilities Commission. i i j 82 i i i T12 light& T8 light & Reduction in Estimated units Reduction in electromagnetic electronic watts per unit to be installed watts ballast watts ballast watts 41.33 watts 29.66 watts 11.67 watts 1200 14,004 watts Total Reduction Watts when Lights in use 14,004 Total Reduction in Klo Watts when Lights in use 14.00 Estimated kWh Saved per Year 37,588 Estimated Annual Savings in Purchasing kWh(based on 16 cents per $6,014 kWh) ** **The cost of electricity is increasing rapidly thus the dollar savings will be even greater a then listed. 0 Outcome: The T8 light replacement project has resulted in lower energy consumption 4 while at the same time providing better light resolution for our customers. 4 0 The chart below shows that the Traffic Signal Electricians are maintaining a higher number of traffic signal intersections per Electrician then any of the agencies listed. Comparison of Traffic Signal Intersections maintained/Electrician With Other Agencies Public Agency No. Intersections per Electrician 1999 2000 Contra Costa County 83 87 Alameda County 29 67 Concord 23 45 Walnut Creek 18 122 A San Ramon 15 117 s s • Traffic Signal Intersections Maintained by Electricians With Zero Complaints on Quality Of Service 1998 1999 12000 ___T_0/, Change 376 1407 1425 14.5% Outcome_ This demonstrates that the Electricians are providing a highly productive service to our customers while still demonstrating excellent quality of service as reflected in zero complaints on service. 83 Due to increases in County space and aging County buildings requiring maintenance, work requests have remained high as well as staff, productivity. Number of Building Maintenance Work Requests: Calendar Year 2000 6272 Building Maintenance Trades Hourly Labor Charde-Out Rates Compared to Other Counties FY 2000-2001. This again demonstrates that staff is providing cost-effective service. 1 • County Carpenter Electrician Plumber Painter Electronic Tech. • Contra $57.61 $59.50 $67.31 $55.44 $50.45 Costa Alameda $64.64 $67.38 $74.61 $59.38 NA Santa Clara $75.46 $82.38 $82:38 $75.46 $69.10 Sacramento $56.81 $59.71 $59.37 $56.94 NA San Diego I **** I I � Ventura $50.53 1 $54.28 1 $52.94 $49.27 NA San Diego County's rates are increasing due to increased electricity costs. They are unable to provide figures at this time. Outcome: This demonstrates that our Building Maintenance Trades are providing cost- effective service to our customers. The Hospital Maintenance Division maintains over 600 pieces of equipment and records each equipment-related task in a computerized maintenance system. A multi- disciplinary team including Stationary Engineers,;Electricians, Carpenters, Painters, and Steamfitters complete requests for repairs/maintenance for the CCRMC. i There has been a slight drop in preventative maintenance tasks in calendar year 2000 as some tasks have been consolidated to increase efficiency in service and some buildings have been taken out of service. Maintenance at CCRMC 71998 71999 12000 Number of completed tasks 14810 15608 15343 Work Requests have been consolidated for efficiency purposes for our customers. r CCRMC Work Requests 1998 11999 12000 Number of completed Request 14660 15489 14550 Outcome: Reviewing and consolidating equipment related tasks and work requests • improves efficiency for our customers. 84 ® Custodial Services provides customer departments with furniture and equipment moves. The following charts show their response time for 2000 and the increase in work requests from 1999 to 2000 with no increase in permanent staffing. GOALS FOR CALENDAR YEAR 2000/2001 0 0 1 GOAL FOR 2000/2001 Percent for 2000 0 Make 80% of all moves in 3 work days 182.2% 0 NUMBER OF REQUESTS TO CUSTODIAL DIVISION 0 0 Number of Work Requests in 1999 558 0 Number of Work Requests in 2000 663 0 Increase 105 Percent increase with no increase in permanent staff 18.8% 0 0 Outcome: Custodial Services has increased efficiency and the level of service to our customers. 0 • ® The Fleet Equipment Services Workers .have been increasing the number of jobs ® completed within goal of one hour for four consecutive years. 0 Percentage of Lube, Oil, and Filter Jobs Completed by Services Workers Within One 0 Hour 0 FY 1997-1998 FY 1998-1999 FY 1999-2000 FY 2000-2001 GOAL • 71% 85% 89% 90% 95% 0 Percentage of Lube,Oil,and Filter Jobs Completed by Services Workers within one hour 100% 60% `m 40% ' xr o. 20% = v Percentage of 0 Lube,Oil,and Filter Jobs rn rn o o Q Completed by r' T' N N O Services Workers • rn C7 within one hour 40 C6 rn o o� rn o 0 r r r N Year 0 Outcome: Completing 90% of all Lube, Oil, and Filter Jobs within one hour has resulted 0 in more efficient and responsive service to our customers 0 0 85 0 0 Fleet continued to reduce the number of vehicles'with over 100,000 miles, as shown in chart below. Reduction in the % of Light Fleet Vehicles With Over 100,000 Miles FY 1996-1997 FY 1997-1998 FY 1998-1999 FY 1999-2000 FY 2000-2001 28% 25% 19% 15% 11% Reduction in the % of Light Fleet Vehicles With • Over 100,000 Miles 30% • 25°4 —*--Reduction in 20°� the % of Light 1501 Fleet Vehicles • With Over 5% 100,000 Miles • 0% • O°�9 000 00� �.°�9rd^�.°'g1^�090;��09f 00V Year Outcome: This has allowed Departments with County fleet vehicles to drive vehicles, which are less likely to need repair. i Grounds and Recycling Services have increased the amount of recyclable materials. The charts below show the increase in tonnage collected from the previous years. Diversion Of Recyclable Materials From Landfills Recyclable Tonnage 1998 1999 2000 Percent Change Sorted White Ledger 177 tons 324 337 4% increase Cardboard 220 246 276 12% increase Newsprint/magazines 127 128 114 11% decrease` Scrap Metal 35 67 73 9% increase *Result of elimination of newsprint-based paper for computer printers and notepads. Outcome: The positive impact of increasing the amount of recyclable materials is two- • fold. First because the recyclable materials are sold, increasing the amount of recyclable materials processed increases revenue. Secondly, increasing the collection of recyclable materials has a positive impact on the environment by diverting these materials from landfills while at the same time helping to preserve our natural resources. • i 86 Diversion of Recycled Materials O From Landfills ® 400 330 - ■sorted Whde 300 Ledger ® I250 a 200 ■Cardboard Q I 150 100 ❑New sprird 50 Magazines O 0 I+ c]Scrap Metal 1998 1999 2000 OYear O Q A ® The General Services Safety Coordinator has continued to conduct safety meetings on ® the subject of safe driving. 0 Percentage of General Services Employees involved in preventable vehicle accident 0 1998 11999 12000 0 5% 3% 3% Outcome: Most GSD employees spend many hours a week driving to and from County 0 work sites. The continued training has resulted in a zero percent increase in preventable accidents. Preventable accidents cause injury, as well as cost the County ® unnecessary expense. 4 Employees in General Services are having fewer job related incidents, which resulted in reimbursement from Risk Management for the past four years. (Telecommunications is ® now not included. Reimbursement from Risk Management for Reduction of Worker Compensation Claims FY 1997-1998 1 FY 1998-1999 FY 1999-2000 FY 2000-2001 $118,408 1 $417,847 $481,766 $421,113 Network Administration staff maintained the General Services network so that it was kept up and running 99.2% of work hours for calendar year 1999 exceeding the goal of 99%. Network percentage of uptime vs. Goal for calendar year 1999 1999 Goal 99.2% 99% Outcome: The reliability of the General Services network has helped to create a very • productive work environment. 40 87 i i i • I The same classifications are used for Real Property Agents in General Services as are • used in Public Works, with the overhead being lower for General Services, for an overall lower charge-out rate. j • Hourly Charge-Out Rates: General Services vs. Public Works 2000/01 • Position shown at top step) General Services! Public Works Assoc. Rea! Property Agent $73.06 $79.89 • Senior Real Prop Agent $83.37 1 $104.40 Outcome: This demonstrates that the Property Agents are providing cost-effective • service to our customers. • • Total number of leases managed by Lease Mana ement • FY 1999-2000 FY 2000-2001 % Change 169 184 18.9% Increase • Leases Managed by Lease Management I • 190 :f, _:_ � r,>,�< - • 180 " ■Leases Managed • max-: xk m 170 Y:� �::.: .;. by Lease 165 Management • 160 :�=Illlllllm • FY 1999- FY 2000- • 2000 2001 Year • • Total number of leased square feet managed by Lease Management • FY 1999-2000 FY 2000-2001 I I % Change 785,141 sq. ft. 852,141 sq. ft. 8.6% Increase • Outcome: Lease Management has increased efficiency in handling the new workload. • I i • 1 I • 88 • I • i • e e e e Through training of departments, Purchasing has increased the number of purchases e made on Procurement Cards. e Total transactions made on Procurement Cards e 1999 12000 Percentage Increase e 360 12378 561% 0 e Procurement Card Transactions e 3000 e -- 02000 - 0 ■Procurement Card ® a r 1000 Transactions 3 0 , e b 1999 2000 e Year e � e Outcome: The Procurement Card transactions eliminate Requisitions and Purchase e Orders associated with small dollar purchases and allow one monthly payment to the e bank instead of individual payments to a larger number of vendors, thus saving time and e money Countywide. e As the Procurement Card transactions increase, the number of Purchase Orders ® processed decrease. e e Number of Purchase orders processed annually e 1999 12000 1 Percentage decrease 10,998 19,553 13% e e e Purchase Orders Processed Annually e 12000 - M e O 11000 mPurchase Orders e �F ■ 10000 Processed Annually .<< p: 7rA2'.:7. '._h.', : t ✓... `Q 9000 0 e a 1999 2000 e Year • e e e e 89 e • I • I • • Number of formally advertised and publicly opened solicitations processed 2000 1 GOAL FOR 2001 • 74 1120 Number of informal non-advertised solicitations processed 2000 GOAL FOR 2001 • 6336 Increase by 5% Outcome: Increasing the number of formal and informal bids for goods and services will allow purchasing to obtain quality goods and services at the lowest prices for our • customer departments by entering more vendors into the competitive process. Number of small businesses certified with the County 2000 GOAL FOR 2001 1136 Increase by 15% • Outcome: The certification of small businesses with the County is essential in identifying small businesses in order to reach the Board of Supervisors requirement that 50% of eligible contracting dollars go to small businesses. 1 Central Service has increased the volume of mail, the savings from postage, and productivity from last year as shown on the charts below. Items of Mail With Postage Added and Processed by Central Service within 24 hours 1998 1999 2000 % Chane 4,485,223 14,727,832 16,244,653 32% Increase Outcome: Consolidating mail processing to one centralized location increases efficiency and more importantly allows the County to qualify for the lower pre-sort rate. Mail With Postage Added and Processed m` 8000000 � - - - ''rte : .-"< _ :'- ,�:: - I • p 6000000 4000000 ` s O Mail With Postage Ca 2000000 Added and Processed 1998 1999 2000 Year 90 0 0 o Savings for Mail Pieces Sent as Pre-sort vs. U.S. Mail by Central Services in 2000 o Pieces of Mail Cost of U.S. Mail Cost of Pre-sort I Savings 0 3,095,405 134 cents 30.4 cents 1 $111,435 Outcome: Central Service staff have processed and sent mail as pre-sort which has resulted in savings to our customer departments. 0 o Average Production of Copies on all Printing Presses in Millions 0 1999 12000 % Change 11 111.3 2.8% Increase 0 o Outcome: Production of Copies completed on County printing presses have increased and are done at a lower cost than outside contractors resulting in savings to our o customer departments. • 0 0 0 • • 0 • o 0 0 0 • 0 It 0 • 0 • 0 • 0 • 0 0 o 91 • 0 O LIBRARY O O O O O O O O O O O O O O O 0 0 4 0 O O 0 Q v O O D O a a v v • • • • 93 LIBRARY • I • INDICATOR NOTES: • I • Are these the appropriate indicators? • Do they provide enough information? • • i • • I • • I� • I • i • i • • I • I I I •I i • I 94 • 0 0 0 . PERFORMANCE INDICATORS O o A. OBJECTIVE— PUBLIC SERVICE o Provide maximum service to public within available resources. O Performance Indicators and outcomes through comparison with the 38 other o library systems in the Bay Area: 0 1. Volumes held: The Contra Costa County Library has 1.45 books per capita, o eighth from the lowest when compared with other Bay Area libraries. O o Contra Costa County Library O Total Books Per Capita Contra Costa County Library . �� OO A da Fee liN y 14.00 O o ■ee,--f Ptbie Lbray .. 0 aatYgate Ptbfc LEray o C".Cn=Catty ubray 0 12-00 Ditty Cty Rbic Lb�y ■DmW uMee rod Mold uD y as kMX FYbic lbray o —1 Lbray 0 10.00 ■� � Contra ■Man Catty Rm Lbay O Maye Pak Ptbk Lamy Costa Orm Ya"Hs4utray 8.00 County - aMa„ra Ve.Paeubray Library I oww atyrarty Lamy O bdaa.d Public Ubray oi O PyoNm CAY utray 6.00 c Pomata,cry lbr+y .. O Reawod Gly Ptbie uoray O N&..d Ptbk lbray .. OSarA sW=PWklbray -_ O qn t3v+o P1bio(bray 4.00 r Osa+FracmoPmiolbray 0Sar JaiePm.L2ray oOSyn Lawmacm harm Lbray _ I O Sar Mom Catty lbr+7' 22-00 O San Mime Ptbie ubraY _ 0 Sar Rabd Atln Ubray _ C Som Ora City ubray o _ - ■Sara aaa Casty(bray _ 0Sam"o Wbie tbrary - i OSlaw C—Ay Gb-Y O sonans catty Lbr" 1 O South Sari Framco Pablo notary Books Per Capita Companson FY99-00O SL MdW Pd*:uoray O S iwfine P bi !bray Note: Two jurisdictions have not reported Data Source: California Library Statistics 2001(Pre-Print)) 0 0 0 95 0 0 2. Funding: The Contra Costa County Library ranks 38 out of 39 Bay Area • libraries in per capita funding. • I • Operating Expenditures Per Capita corffira Costa Canty Litxary • $140.00 ., . . .. tI ■AlartedaCatrtyLbray °A,arted3PreeLbray i I13m,caPr6cLaray •_ ■�,�,yPbGcuh-ay $120.00 °griircprre Pdiic Libray • Ij�C�uaCramCanyLbray .. .. I .. °C*alyRbicLZray 1o[ba,Lr,Sad,;--- Lbray! • RHwdPdicLby $100.00 :°lal�r Pbic Lbray • Contra hL�C�sPbicLcray m Garay F.Ubray Costa M . 1 • j 113 mwic Pak Pubic Ubwy County i■MIIVaileyPubic Utr" • $��. Library i°MxmmnLkwPb9cWray • '°N@eah-CartyLbray 13 a-°Pb5c Ley • °NbAtbCdyU y $60.00 4 °laar— PbicLbacy • I°senl3umFuUcLtray • 113SM A'a+®ROCLbay j - - °sanimeRbroLibray • � �n °ShnLeadc Ca mrdyLb-ay •Pra�.00 °San MbwCarty UbW • - 85M PbicUbray • IDSa�RafalP#/cUtray I OgrlaUaaQyUb-y • I■�CaaCartyLbray °sraLO�RblcLbray • $W.00 ,* - - ■SdaoCarayLihay -- O-93-raCnrtyLibray • - ■samsa,PratePPrb6c Ubray -- _ - ■s Hm. Rbticlibray • C smw'Ae Pubic Ub w $ - • 1 I ope mbv BpNx riles Per Gita CwOwism FY SM Note: Two jurisdictions havelnot reported • Data Source:California Library Statistics 2001(Pre-Print) • • 96 • 0 0 0 3. Staffing levels: Circulation per staff member is 27,107, fifth highest among o Bay Area libraries. O o Contra Costa County Library o Circulation Per Staff FTE O O CoFv&a Costa County Library ■PJamadaCoMLbray oG Akow:13 Free Ubrary G eel+edere-Tiburon 0 45,0M ..... �CeenciaPti Library o �Beftley.RUbliC Lrary COIItra I Duan rre Public Library CComa Corm County Ubaiy o40,OWCosta 0 My Oty Pbric Ubrary oCounty a D>mn Unfieci Sc cd Dstnct Library Library racy+erd Publ c Unary 0 35,000 ;o Larl�r Publ c wary 0li�er ro a Public L>trary oLosC PrtiicUbrary o �'� !Marin County Free Library G w,,,.Pak Public Library o 'C Mil valley Public Library R G Mcure in Vow Pudic Ubrary 25,000 I Ll Ngn ar�Ubrary 0 caIoand Pudic Library C Palo Atto City Library - Ll PeasMon Gry Library 20,000 13 Radnopd City Pudic Library 13 Skhrrond Public Library oO San Anselrno Public Library 15,000 _ 13 San enm Public Ubrary _ 13 San Franasw Public Library - - 13 San Jose Padic Library C San Leando Ccnmmity Ubrary 10,000 - - 17 San MmeoGaMUbrwy a San MMw Public Ubrary 0 San Rafael P blie Library 13 Sam Claim laa aty Ubwy 0 5,000 _ ■Saran Clara C=Ity Lbrary 17 Sausalw Pudic Library o - Y Sofas County Unary - G Swam Co aty Utrary 0 South San Fr n=w Public Ltrary . SL HOL-r a Public Library Circuia ai per Staff FrE FY 99-00 9 Publ c L 0 • 0 Note:Two jurisdictions have not reported. • Data Source: California Library Statistics 2001(Pre-Print) 0 0 0 • 97 0 i 4. The Contra Costa County Library has more volunteers working more hours than any other library in the Bay Area. I • i Contra Costa County Library Number of Volunteers (Ave FTE per Week) ■Alameda County Library • Contra Costa County Library ■Alameda Free Library OBeNedere-Tiburon . 13Benicia Public Library • ■Berkeley Public Library `' — MBurlingarne Public Library • Contra Costa County Library ■corrtra Costa County Library A. :..:.. ;.. aDixonty QUnifi�ty bliic Library -.:_ .. . ■ SchoolDistrict Library I • sur - r - ■Hayward Public Library . 20.00 E3Larkspur Pudic Library ULivennore Public Library "- ■Los Gatos Pudic Library • ■Mahn County Free Library • it DMenlo Park Pudic Library ' ■ Mill Valley Public Lib ra ry I 15.00 I 1 13 Mountain View Public Library I • ONapa City-County Library • i E30aMand Public Library • UPalo Alto City Library _ OPleasanton City Library • 13Redwood City Pudic Library i 10.00 - QRichmond Pudic Library • .. OSan Anse[=Pudic Library ;;a I CSan Bruno Public Library • E3San Francisco Public Library E3San Jose Public Library • OSan Leandro Community Library • 5.00 j QSan Mateo County Library oSan Mateo Pudic Library • 13San Rafael Public Library I n. OSarta Clara Qty Library • ■Sarta Clara County Library CSausalito Pudic Library • 0,00 ■Solaro County Library 1 aScnoma County Library ■South San Francisco Pudic Library Volunteer FTE Comparison FY 99-00 ■SL Helena Public Library I MSunnyvale Pudic Library Note:Two jurisdictions have not reported. • Data Source: California Library Statistics 2001 (Pre-Print) I There can be no argument that the Contra Costa County Library is an extraordinarily cost-effective organization. With funding levels well below the national average and well below neighboring Bay Area libraries, it consistently provides services at an above average rate, as cited in the David M. Griffith study of Contra Costa Library Operations in 1997. However, it is only through the efforts of a very dedicated staff that these outcomes are achieved. I � i 9S � i � 0 0 • • B.OBJECTIVE—LOCAL SUPPORT GENERATED • Provide local library service keyed to the needs of specific communities and resulting in enhanced community support and funding. • Performance Indicators: • • Levels of local community support continue to be critical to the growth of library service in the county. The library is committed to developing service programs able to meet specific local community needs, resulting in increased local support. Specific • indicators of success include: local funds raised, grants received, volunteer hours • donated and publiclprivate collaborations and partnerships established. 1. Local Funds Raised: 0 • Last year, funds provided by towns, cities and Friends of the Library for additional hours of service totaled $1,180,000. 2. Grants Received: s CLSA Statewide Data Base Catalog Record Enrichment Grant: This $10,000 grant will improve the functional use of the on-line catalog for staff and public. Philanthropic Ventures: Eight grants, ranging from $296 to $500 were funded in: EI Cerrito, Lafayette, Martinet, Moraga, Oakley, Brentwood, San Ramon and Pittsburg. These grants provided funding for books to be used for a children's book discussion group; for programs to educate parents and caregivers about ideas and techniques to interact successfully with toddlers; for outreach to preschools and daycare facilities where volunteers provide storytimes to the children; for Spanish (bilingual) storytimes; for Lapsit storytimes with very young • children (birth to 2 '/2 years) when big books are required and for props such as puppets and storytelling boards to make storytimes more interactive. Technology for Teens in Transition: Initially funded by a State of California LSTA grant, the County Probation Department provided $10,200 for the second year to continue the program through 2001. The program was further supplemented this year by a grant from the County Law League, which donated $4,000 to cover the cost of materials. The program extends the resources of the library, including the Internet, to over 2,000 young people annually in the County's juvenile detention • facilities. • 3. Volunteers The Contra Costa County Library Volunteer Program utilizes the services of over 1,000 volunteers, including 175 Project Second Chance volunteer tutors, and works in cooperation with a variety of community organizations. Library volunteers 99 work in all areas of the library and provide outreach services that extend and enhance library services and support library staff. Project Second Chance volunteer tutors provide one-on-one literacy tutoring to adults. In 2000, volunteers throughout the county,spent 86,223 hours helping the Library. A chart reflecting Contra Costa County's use of volunteers compared to other Bay Area Libraries is presented in Section V. A. 4. of this report. Volunteers brought storytime sessions to selected childcare centers in the communities of San Pablo, • Pittsburg, Bay Point and Concord through the "Stories To Go" program, taught Internet skills, repaired books and tapes, delivered books to homebound readers, tutored adults learning to read, shelved; materials, and mentored incarcerated youth on Internet resources in the Technology for Teens in Transition„ program. In addition to tutoring, Project Second Chance volunteers assisted with public education, advertising, fundraising and more. Friends of the Library groups and Library Foundations made tremendous contributions to libraries by purchasing new library materials, funding special programs, undertaking re-modeling projects, and advocating for libraries in their communities. • Outcomes: 0 The library has continued to be successful in.attracting community partners who help fund library services. A chart reflecting these partnerships is attached to this report. Cities and community organizations donated $1,180,000 for extra hours, grants 0 provided $163,502 for programs and equipment, and volunteers (including Friends 0 groups and our other volunteer programs) contributed over 86,223 hours of service. Library Friends and Foundations also contribute approximately $350,000 each year • for the purchase of books, furniture and equipment for local branches. 0 C.OBJECTIVE— ENHANCE STAFF SKILLS Provide staff with opportunities to enhance technical and professional skills resulting in increased performance and job satisfaction. Performance Indicators: By making a variety of training courses available to staff, they are able to increase their performance and motivation and continue to provide excellent services to the patrons who use the library services. Training is provided as follows: . I . 1. New Employee Training: New library employees receive their initial training at the Central Library. All new • employees receive an orientation to organizational policies and training in customer service, circulation functions, using the online catalog, and communicating via e-mail. Then to varying degrees, depending on their position, they receive basic reference training, an orientation or in-depth training in Internet, 100 • 0 in-depth training in electronic and other information resources, government documents, business resources, local history and other collections and services of e the Library. In all, they spend two to three weeks in training before going to the service unit or branch of assignment. Professional staff who come to us from other 0 libraries have commented on how thorough and helpful our training program is compared to other libraries. All new employees also attend a New Employee Orientation, which is now presented quarterly throughout the year. 0 2. In-Service Training: 0 A variety of workshops are developed and offered by staff to provide functional • and in-depth knowledge of various applications, collections, and services. In the past two quarters, these have included: Youth Services Program Development, • Advanced Word training, and training in the Library's new Lotus Notes e-mail system. 0 0 3. Staff Development: At least 16 staff participated in the series of training workshops provided by the 0 State and the Stanford Institute on planning, developing and building new libraries. v With the new Gates Computer Lab in-place at the Central library, staff have been able to take advantage of new training sessions offered through InfoPeople, and more than twice as many staff attended sessions this year as compared to last year. Staff also attended many of the programs offered by the Training Institute 4 which were piloted a year ago. All staff participated in the annual All Staff Training S Day which focused on Innovation and Managing Change. A The Deputy County Librarian for Support Services was selected to attend the first Stanford-California State Library Institute on 21'�t Century Librarianship. The Institute offered an intensive, interactive, residential program at Stanford to explore leadership, information technology, library collections and services, copyright and fair use, organizational effectiveness, facilities planning and emergency preparedness. A California State Library Grant underwrote the full cost of the residential program. Outcomes: Customer satisfaction with library services continues to be high. Staff feedback on training has been positive. v 101 Contra Costa County Library Partnerships— February 2001 The following pages provide examples of partnerships between the County Library and the cities, communities and schools districts served by the library. In addition to these specific partnerships, the library is very grateful for its relationship to-a number of community groups that help increase the effectiveness of library services, including the • following: i • Library Friends and Foundations: Every library in the Contra Costa County Library has either a Friends of the Library group, a Library Foundation, or in some cases, both. These organizations deserve special ;notice and thanks for their tremendous contributions to libraries throughout the county. Friends and Foundation members donate over 40,000 hours of volunteer time and over $500,000 annually to the • library. Some Friends and Foundations have undertaken major capital campaigns for new facilities and opening day collections, some fund additional hours of service, and they all work extraordinarily hard to raise funds that enhance the library's collections, programs and facilities. • • Volunteers: Over 1,000 volunteers of all ages donate their time and expertise at all library locations to help extend, enhance or supplement library services and to support library staff. The Contra Costa County Library has more volunteers working more hours than any other library in the Bay Area. Volunteers read stories to children, process donated materials, teach Internet skills, repair books and tapes, deliver books to homebound readers, tutor adults learning to read, shelve material and much more. The value of volunteer hours, coupled with the monetary contributions of the Friends and Foundations, places the total financial benefit of • Contra Costa County Library volunteers at approximately $2 million annually. i • Library Commission: The library has a 29 member Library Commission that advises the Board of Supervisors and the County Librarian on library matters. This • dedicated group is very knowledgeable about the library and, together with representatives of Friends and Foundations, often provides the leadership for efforts to improve library service in Contra Costa County. • Service Clubs: The Contra Costa County Library has an historic and very strong relationship with many service organizations such as Chambers of Commerce, Garden Clubs, Women's Clubs and Junior Women's Clubs, National Charity League, American Association of University Women, Retired Senior Volunteer Program, Volunteer Center of Contra Costa, Kiwanis, Lions, Boys and Girls Clubs, • Mother's Clubs, Junior Achievement, Masonic Lodges, Rotary, Welcome Home Baby, Historical Societies, Ethnic and Multi-cultural organizations, Scouting organizations, American Association of Retired People, and Soroptimists. The annual list of contributions and activities that these organizations provide to support • the library is extremely lengthy and greatly appreciated. • 102 Contra Costa Reads! 2000: In 2000, the Contra Costa County Library successfully partnered with Pacific Bell to provide a library card and a library experience to second graders in the library's service area. 10,250 second grade students in 494 0 classes in 114 schools have been visited. We estimate that 86% of second graders now have a library card and have had an introduction to the public library. Businesses: Numerous local businesses and corporations provide donations and 0 assistance to the libraries. Businesses have volunteered for Make A Difference Day, ® donate food and prizes for library events, provide space for book sales, buy furniture, sponsor children's programs, donate books to the library, and much more. 0 • Community events: All Contra Costa County libraries participate extensively in community events and activities, including back to school nights, Art and Wine Festivals, Tech Fairs, Friends of the Arts, community holiday celebrations, Fall Festivals, School District Fairs, Citizenship Fairs, Police Fairs, Issues Forums, Community Information Fairs and community parades. s • Project Second Chance: The library's adult literacy program is highly successful in • part because of its many partnerships, including: Contra Costa County Community Services Department and Head Start, Contra Costa County Housing Authority, East ® Bay Works One Stop Career Center in San Pablo, Contra Costa County Health — e Substance Abuse and Criminal Justice Department, Diablo Valley Ranch, Delta 2000, Lafayette and Orinda Book Stores, Rakestraw Bookstore and Bonanza Books, • Orinda Women's Club, Lesher Foundation, Soda Foundation, Lowell Berry Foundation, Teen Moms at Loma Vista Adult Ed, Martinez, Mt. Diablo, Pittsburg and West County Adult Schools, and Diablo Valley and Los Medancs Colleges. Pennies for Libraries: The Library has partnered with Bank of America and child care centers throughout the county to collect pennies from children and their families which are then presented by the children to the libraries during National Library Week. The money is counted by Bank of America and spent by the libraries on children's books. 103 LIST OF SIGNIFICANT PARTNERSHIPS WITH THE CONTRA COSTA COUNTY LIBRARY �5BRANCHIEPART-,NERSHIPS-MT-Kf,. —PE _PARTNERSHIPSWITH:THE ;- M MUNITYAND SCHOOLS ANTIOCH City has funded 11 additional Friends have funded one additional • open hours per week since hour of library service per week since 1993/94 1998 a Antioch Friends of the Arts funded a mural on the library's exterior in 2000 • 0 Friends of the Library raised funds for new carpeting (1997), circulation desk (1997) and reference desk (1998) * Los Medanos College cc-sponsors a fundraiser Tellebration for the library • BAY POINT 9 Library operates as a joint-use library at the Riverview Middle School, operated jointly with the Mt. Diablo Unified School District • Bay Point Homework Help Center- • Volunteer-run homework help assistance provided in middle school library since 1995 • Local businesses support the Summer Reading Program • BRENTWOOD • City and community raised • The Friends raised $150,000 to $150,000 for construction of construct a new children's room new children's room which opened in 1995 • City funded $25,000 refurbishing of the library in 1998 • City has funded 19 additional open hours per week since 1999 • City provided $20,000 to . 1 0 augment the book budget in 1999 • City will spend $10,000 to purchase a new circulation desk in 2001 104 • • 0 0 B, 111iFHES PARTNERSHIPS;INFFH CIETY -:• PARTNERSHIPS WITH THE-:= :COMMUNITY AND SCHOOLS o CLAYTON • City spent $2.8 million in 1995 to • Foundation spearheaded construct a new library, successful efforts to obtain state 0 including furniture, furnishings grant for library 0 and equipment . Foundation has paid for a part-time 0 City spent $500,000 for the volunteer coordinator to manage opening day collection branch volunteer program since o Project now underway to 1998 ID landscape around the library • Successful volunteer program 0 and add parking facilitates library operations and 0 City has funded additional hours enhances services of service since 1995 o City funds ongoing facility maintenance o CONCORD • City, County and JFK University • Through Wilruss program, the library • are participating in a joint works with local child care facilities, planning effort for a joint-use including Head Start centers by o library training and scheduling volunteers to o • City has funded 13 additional do story times in these facilities 0 open hours since 1993/94 Concord Library is working with the • City augments the book budget Mt. Diablo School District and o annually Concord Chamber to plan an annual o Teacher Recognition Event for all o teachers in the district, January 2001 • - present CROCKETT . The Library has partnered with the o Crockett Community Foundation and o the Friends to provide extended hours and services and additional materials o for the last ten years • C & H Sugar contributing to cost of o replacing the roof o DANVILLE • Town provided $4.8 million for • Foundation conducted fundraising the construction of the new campaign to raise funds for the new o Library which opened in 1996, library and the collection, contributing including all furniture, $300,000. for additional books for 0 furnishings and some equipment opening day • Town funded.12 additional • Contributed $100,000 for materials o hours of service each week from each year for two years following the 1993/94 to 1995/96 and has opening of the new library and make o funded 25 additional hours each annual contributions o week since 1996/97 • Friends created an Endowment fund • Town funds ongoing that has raised $250,000 o maintenance of the facility 0 0 105 0 0 �.,� .._. �[ ;�_<• /sR'�tERSt! _ _ - - -• -==�'�p PARTNERSHIPS WITH THE- _ -- NITY - - COMMU AND SCHOOLS - .== • Town through its Technology • Friends run a bookstore in the library Fund has purchased numerous) that is open every day from 12-5. computers and equipment This raises approximately $1,000 per month for the library • EL CERRITO . City donated resources and/or • Masonic Lodge, Rotary Club, and volunteer labor to repaint the local businesses donated resources exterior of the building in 1998 and/or volunteer labor to repaint the • City install new landscaping in exterior of the building-1998, install • 1999 new landscaping-1999, and relamp • City relamped and replaced and replace lighting covers in the interior lighting covers in 1997 interior-1997 • The Albany-EI Cerrito Access group and the Albany-EI Cerrito Exchange • i Club conducted fundraisers to fund $2,700 worth of ADA equipment • The branch manager serves on the Ed Fund Board (West County Public Education Fund), which carries out a • major annual Teaching Excellence Awards Banquet to recognize outstanding teachers, and awards school and teacher grants each fall • From 1996-2000, the El Cerrito and Pinole branches participated with a coalition of agencies to provide an After School Enrichment Program for the West Contra Costa Unified School . District. The two branch libraries recruited, trained, and directed volunteer homework helpers who met with students after school in the • school libraries for homework assistance EL SOBRANTE . EI Sobrante Library was Rotary project for 3 consecutive years. They painted building exterior(1997), • painted interior ceiling and walls (1998) and in 1999 they partnered with Friends of EI Sobrante library on carpeting project • Friends of EI Sobrante Library raised $25,000 to recarpet & refurbish library interior. County contributed movers, painting, cleaning and contractors. 106 i � RffiIEHEs `„ ARTNERSHIPS WITH CITY :� =�:P _ ARTNERSHIPS WITH THE MMUNITY AND SCN00C =.. O HERCULES • City has partnered with the Hercules Library Commission and library to begin the planning library staff have conducted focus 0 process to build a library and groups and community interviews to 0 provide library services in form the basis of a needs Hercules assessment. B City has appointed a 9-member Library staff are working with a Library Commission to plan for a subcommittee of the Library library Commission, the West County Unified School District and the City of O Hercules to develop innovative library services through the schools and the Hercules Recreation Department KENSINGTON • Kensington Friends raise funds annually for the book collection and plan and offer programs for the community 0 Business partners of Friends sponsor special arts programs. LAFAYETTE City has provided funds for an additional 10 hours of service • Lafayette Community Foundation weekly since 1994 created in 1999—its first project is to � • Library Vision 2000: raise funds for a new library representatives from the City . Friends of the Lafayette Library • Council, School Board, Contra conducted "Dollars for Hours" Costa County Library, and a fundraising campaigns beginning in variety of community 1994 to provide additional hours at organizations worked together the Library to assess the current Library and identify the need for a new • Friends have raised over$500,000 facility. Report was completed in for a new library October 1999. • The Library provided school library Library Building Committee was services to the Lafayette Elementary • created in February 2000 to plan School while the campus underwent for a new library. Members major renovation work in 1997198. include representatives from the • Lafayette Juniors selected the library City Council, City Staff, School as a Major Philanthropy for 1999 and Board, Friends of the Lafayette raised $22,000 for library materials Library, Lafayette Community and selected the library as a Minor Foundation and Library Philanthropy for 2000 and will donate Administration. 20% of all monies raised for the Minor awards, to be used for resource material 107 'g 6 E PARTNERSHIPS 117M—,%T-- PARTNERSHIPS WITH__TEF > s er.'rwu_ti-,w<- -r., ..v --a�.w.o..._r. s.-santc vn- _,..•:. r.••,r' • r•COMMUNITY AND`SCHOOL • Lafayette Historical Society and library prepared a grant application for historic materials preservation in 1996. Historical Society archives are stored in the library. • Finney Foundation has contributed funds for furniture and established an endowment in 1995 that provides an annual income to purchase children's • material. • The 3 Lamorinda Friends obtained a $72,000 grant from Long's for computers and furniture • MARTINEZ . City co-sponsors with the • Martinez Community Foundation • Friends and the library a seriesprovided $30,000 to renovate library of children's programs interior in 1995 • City oversaw the 1995 renovation of the library MORAGA • Town, Friends and County . Moraga Historical Society Center completed major renovation of addition was built onto the Library in the library in 1998. 1999 • Friends of the Library created a Book Sale Room in the library for additional fundraising • St. Mary's College-Work study agreement offers Library Student Aide positions at the Library • • The 3 Lamorinda Friends obtained a $72,000 grant from Long's for computers and furniture OAKLEY • City participated in grand • Library operates as a joint-use library . opening of joint-use library in at Freedom High School operated 1999 jointly with Liberty Union School • Library is depository for City District documents • Community planning and participation • Library participated in Oakley in grand opening of joint-use library at Incorporation Celebration 1999 Freedom High School in 1999 • City established Community Center/Library Task Force committee in 2000 ORINDA . City constructing and furnishing • Friends of the Library have raised $5 an $8.8 million library, opening million for the new library Summer 2001 108 Q 0 ;,. • B � . ARTNERSHIPS Wf.THCIT'I�=' . . .�x; PARTNERSHIPS WITH THE"' COMMUNITY AND SCHOOLS'. >:M e • City and Friends of the Library • The 3 Lamorinda Friends obtained a have funded 15 additional hours $72,000 grant from Long's for 8 of service weekly since 1993194 computers and furniture 8 • Orinda Junior Women's Club and library have worked with pre-schools 0 in Orinda since 1993 to provide books for subjects pre-schools are studying Q • Library worked with John F. Kennedy 0 University in 1996/97 to offer Internet 0 classes to community. 0 PINOLE City Redevelopment Agency • The Pinole Rotary Club and the replaced the library roof(the Hercules Lion's Club and Mechanics Q library building is owned by the Bank have been co-sponsors of the 0 County) through a contract that Teen Writing Contest for 10 years. ® repaid the City through • The Filipino-American community of increased library open hours Pinole and Hercules is working with and materials budget since library staff to plan the 11 th Annual 1996. Dr. Jose Rizal Celebration which is • New contract will extend this held in the library each year to agreement with a match from highlight the Filipiniana collection and the Redevelopment Agency to services. The Filipino American replace carpet, rearrange the community has held fundraising public area, upgrade the public events to contribute funds for the restrooms, and renovate the Filipiniana collection and to support entrance. The City will manage the cost of this annual event. the project. • The branch manager serves on the • City partners with the library by Ed Fund Board (West County Public hosting the Teen Writing Education Fund), which carries out a Contest Awards Ceremony in major annual Teaching Excellence .the City Council Chambers, and Awards Banquet to recognize filming and broadcasting both outstanding teachers, and awards this event and the annual Dr, school and teacher grants each fall. Jose Rizal Celebration through • From 1996-2000, The EI Cerrito and their cable television Pinole branches participated with a department. coalition of agencies under the direction of the Ed Fund to provide an After School Enrichment Program for • the West Contra Costa Unified School District. • From 1996-99, the Pinole branch conducted a Teen Peer Tutoring Program in the library meeting room 109 I I I _ fes..0 fE. eAN tERSH[PS:WIT—W P PARTNERSHIPS WITH THE = ` . .... .. .. . ___ _ ._- COMMUNITY AND SCHOOLS • PITTSBURG City recently funded new carpet Numerous community groups, civic and provided additional prize for organizations and businesses Summer Reading Program (pool contribute funds for a variety of pass) purposes • City has provided funds for 11 A Youth Development Services additional hours of service since agreement between CC Office of 1993/94 Education and library places a high • City employees chose library as school student in the library for agency to volunteer to help afterschool homework help • • City is planning a renovation I assistance and expansion of the library Through Wilruss program, the library facility works with local child care facilities, including Head Start centers by training and scheduling volunteers to • do story times in these facilities. PLEASANT • City, Redevelopment Agency The Pleasant Hill Foundation HILL/ and County negotiated an provides funds through the Friends CENTRAL agreement about the former for Summer Reading Program and • Oak Paris Elementary site paid for a mural in the Children's Rm • The CCC Genealogical Society has developed the Heritage collection and provides volunteers to assist the public with genealogical research P 9 9 � • The Pleasant Hill Recreation and Parks District provides prizes for the Summer Reading_Program RODEO • The Library partnered with the Rodeo Municipal Advisory. Council, which provides funds for extended hours. SAN PABLO The City provided a new library. Through Wilruss program, the library facility, including all furniture and works with local child care facilities, furnishings, which opened in including Head Start centers by 1999 training and scheduling volunteers to do story times in these facilities SAN RAMON City funded construction of • Community sponsorships for 1996 library in 1989"and funds Smithsonian exhibit: 36 local ongoing maintenance sponsors donated $58,500 in funds • City has funded 27 hours of and estimated $43,669 in-kind library service since 1993/94 services or items • City has funded a part-time Community sponsorships for 2000 Volunteer Coordinator since Smithsonian exhibit: 40 local 1996 sponsors donated $38,153 in funds • and estimated $44,369 in-kind services or items 110 0 0 0 0 0 ERSt`II :PARTNERSHIPS WISH THEN<gs ERCOMMUNITY AND.SCHOOLS ' _ o • City funded $50,000 over a four- • Kiwanis Club of San Ramon Valley ® year period for the collection annually sponsors the International o (1996-2001) Storytelling Festival Q • City is a sponsor of jazz • Contra Costa Newspapers--major o programs 1996 2000 sponsor of jazz programs; providing o • City supported purchase of printing of brochures and tickets, and Magazine Collection (1991), free advertising designed by their o purchased microfilm printer staff o (1994), pays annual • Chevron—Major sponsor of jazz o maintenance contract for programs 1996 $25,000,1997-1999 microfilm printer(1994-2000) $2,500 each year, 2000 $25,000 o • City is partnering with Contra . The Blackhawk Museum has co- Costa County Library and the sponsored family archaeology O Community College District to programs, provided displays, donated 0 build a new joint-use library in museum as site for jazz programs the Dougherty Valley (1998, 1999, 2000 o City is planning a new library in • Business InfoTrac—Local businesses o the City Center supported the cost of this system o • Jazz assemblies in public and private schools in 1996 (16,181 students and o teachers in 26 schools)and 2000 o (7,169 students and teachers in 13 o schools); paid in part by PTAs, half by o grant to Foundation from Music Performance Trust Fund of Musicians o Union ® • 1997-2000 Scholarships to one ® music student at each of three high schools in district for jazz summer o camp funded by Foundation o • Foundation raised funds for opening o day collection Q WALNUT . City has funded additional • Walnut Creek and Ygnacio Valley CREEK and weekend hours at both Friends have funded additional o YGNACIO branches since 1994 weekend hours at both branches Q VALLEY • City has completed a needs • Foundation for major fundraising o assessment, building program, created in 1998 o and schematic design for a new • Planning for broad partnership library to replace the downtown between library, City and Walnut o library Creek School District began in 2000 o City is funding a partnership • Chamber of Commerce newsletter o between the library, the City and nuns a regular column on the library o the Walnut Creek School District . Volunteer book delivery project o developed with Rossmoor 0 111 0 0 • Russian language collection and • volunteer programs established in 1999 Katherine Sundquist Learning Center created by Ygnacio Valley Friends in • 1998 • Ygnacio Valley Friends renovated the meeting room in 1999 • Casey funds used to relamp the Ygnacio Valley Library to reduce • energy use in 2000 i i i i ii i i i i • 112 PUBLIC WORKS M a 0 +a► �r Q 0 • �r +a �r 113 i • I • i PUBLIC WORKS • i • INDICATOR NOTES: • • i • Are these the appropriate indicators? • i • Do they provide enough information? • �I • i • • i • g • • �I • i II � • • 114 • • 0 0 0 o PERFORMANCE INDICATORS o A. ENGINEERING SERVICES 0 Q DEVELOPMENT PLAN REVIEW TIME Q Type of Standard Total Percent Average Percent of Percent of Review Turnaround Processed Increase Time Review that Review that o Time In 2000 From Taken Exceeded Exceeded 0 1999 (Days) Standard Standard 02000 1999 0 1 30 days 40 -11% 18.0 15% 31% 2 20 days 32 -26% 11.9 19% 35% 0 3 10 days 31 -28% 13.2 39% 40% 0 4 or 10 days 89 -7% 8.1 21% 25% o more O Q Outcome: As our County continues to develop, the nature of work performed in the Q Land Development Section of Engineering Services has changed dramatically. With o the exception of a few large developments (Dougherty Valley and Discovery Bay West) most of the developments occurring are complex infill projects located on o difficult sites and within older previously developed areas with infrastructure that is o already at or beyond capacity. This results in projects and processes that require a o more proactive role coordinating much more closely with the surrounding community. This increased involvement increases the time and cost required for o developments to be approved but is essential to insure that the existing community Q does not suffer as a result of the new development. Our average turnaround time o was reduced from last year, however, due to our recruitment and retention o challenges, it is difficult to meet the demands on staff. 0 0 O . O 0 s 0 0 0 0 0 0 0 0 115 O • B. DESIGN/CONSTRUCTION (PROJECT DELIVERY) 2000, 1999 1998 • Number of construction projects 15 33 25 completed , • ty completed l L y 0 000 10 000 000 $8,400,000 } a�.�wmN���.Rj� _:� i ..y. _.�_j_Y.-'• _� ..,. :..t3,..._T _...h .. r ,x--- • Total cost for com leted ro acts $5,60 , Performance indicators Dept. in';2000 Dept. in 1999 Statewide • Averages • Preliminary engineering costs as a 13% 13% 19% • percentage of construction contract Contract administration as a percentage 166/o 12% 10% to 20% • of construction contract ' • Amount of change order as a 8% 7% 10% • percentage of construction costs Outcome: Compared to the statewide averages, we are at or below statewide • averages for preliminary engineering costs, contract administration costs and the amount for change orders as a percentageof the construction costs. • C. MAINTENANCE (WORK ACTIVITIES) • ACTIVITY QUANTITY COST AVERAGE BUDGET • COST COST Inspect, dean & repair 957 $103,087 $107.72 $175.00 • h drau ers • Replace traffic and 2,411 $217,615 $90.26 $171.00 • street signs Replace failed 31,619 $865,188 $27.36 $19.56 -pavement (grinder) square yards ! • Replace failed 3,619 $505,236 $139.61 $45.67 pavement backhoe square yards • Place single chip seal 500,258 $423,691 $0.85 $0.71 square yards i • Place double chip seal 322,988 $417,379 $1.29 $1.28 s uareyards Outcome: The unit cost for hydrauger maintenance was under budget cost. Relatively mild weather compared to the disaster events in 1993, 95, 97, and 98 did • not create the damage anticipated. The traffic signing costs have gone down as a • result of purchasing power post and driving equipment. The replacement of failed • pavement by backhoe was higher than the budgeted cost because field personnel measured productivity differently. In some;cases the daily surface area of repairs • was reported and in other cases the tonnage of asphalt placed was reported. Our • single chip seal unit costs increased largely due to higher than expected material • transportation costs to the west county. i • 116 D. MAINTENANCE (CUSTOMER SERVICE REQUESTS) 0 2000 1999 1998 # of service requests 1,290 1,299 1,898 .® Average response time 3.5 days 2.6 days 3.9 days 0 Outcome: 95% of service requests were responded to within 2.1 days, significantly A reducing our response time from the two prior years. 8 E. AIRPORT (NOISE COMPLAINTS) 01 2000 1999 1998 Q # of noise complaints 611' 427* 347 8 Percent of noise complaints responded to 100% 100% 100% O Via telephone or by letter ® "Increase attributed to heightened community awareness of airport operations resulting from ALUC activities and proposed reinstatement of airline services. F. AIRPORT (OPERATIONS) 0 0 2000 1999 1998 0 Total aircraft operations at Buchanan Field 201,665 232,939 215,491 0 Airport #of deficiencies noted during FAA (FAR Part 139 0 0 0 0 air carrier) inspection, directly related to Airport O Operations 0 #of deficiencies noted during FAA (FAR Part 139 0 0 4 air carrier) inspection, directly related to Airport ® tenants A Percent of aircraft incidents in which the Airports 100% 100% 100% 0 Aircraft Rescue and Fire Fighting unit responded 5 accidents 11 accidents 8 accidents O within 3 min. 104 incidents 55 incidents 57 incidents Percent of compliance with FAR (Part 139 airfield 100% 100% 100% ® inspections) meeting the three times per day, 365 a days a year, standards Outcome: Buchanan Field Airport has received zero deficiencies for the second ® straight year during FAA Airport Operations and Airport Tenants inspections. 0 0 0 117 B 0 I • i • G. COMPUTER SERVICES 2000 1999 1998 # of Desktop PCs maintained ! 186 175 155 • #of Service Requests j 516 691 774 #of Hours of Down Time 10 hrs. 1 20 hrs. 15 hrs. • Outcome: The department put an emphasis on computer training. This resulted in staffs ability to troubleshoot and fix many!problems on their own and reduce the • amount of down time. • H. FLOOD CONTROL (CURRENT PLANNING ACTIVITIES) Type of Review ! # in 2000 # in 1999 # in 1998 • Development related reviews from unincorporated 210 154 99 CountyI • Flood Control permits 67 40 47 • Development related reviews from cities j 281 219 244 • County drainage permits 14 26 13 Outcome: The Flood Control District increased the amount of reviews done for all types of permits, excluding drainage permits. It is difficult to meet this demand • without the ability to recruit and retain quaked engineers. I. ACCREDITATION % of Compliance with Best Management May 2001 May 2000 July 1999 • Practices • Management practices that are fully or 95% 86% 60% substantially compliant ! • Management practices that are partially 4% 10% 23% compliant I I • Management practices that are non compliant i 1% 4% 1 17% 1 • Outcome: the American Public Works Association conducted an intensive three-day • evaluation of our department's operating practices in November 2000. During this evaluation, all of our work processes, policies and procedures were compared • against national standards established by experts in the public works field. The department has increased the amount of practices that meet the Best Management Practice level by 11%. We anticipate our Certificate of Accreditation to be awarded • in September 2001, resulting in Contra Costa to be the first accredited county public works department in the country. To obtain additional information about the Public Works Department, please contact us at(925) 313-2000 or visit our website at www.co:contra-costa.ca.usldeparttpw 118 i O O O TREASURER-TAX COLLECTOR O O O O O O O O O O O O 0 O . O O 0 0 O O O O O O O O O O O O O O 0 0 O 119 0 O i, • TREASURER-TAX COLLECTOR • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • 120 • • • • • • _. PERFORMANCE INDICATORS A. TREASURER • • 1) Objective: Maintain the same level of service as the County bank ® despite annual increase in activity. • Indicator. Timely processing of deposit permits and passing Treasury Oversight Committee and regular audits. For the past year, the average • volume increase was nearly 5%. Ninety-five percent of deposit permits ® are processed on the same day of receipts. This function enters all County revenue into the formal accounting records of the County. ® The Treasury Oversight Committee performed the annual audit on treasury operations covering the period January 1, 2000 through December 31, 2000. This is in compliance with the audit requirements • of Government Code Section 27134. The audit was completed, and the report was issued with no adverse findings. • All four internal quarterly audits had no adverse findings. • • • • • • • • • • • • • • • • • • • • • • • 121 • 2) Objective: Maintain a high level of due diligence and legal • compliance with all investment activities as mandated by Government Codes 53600 et. seq. Indicator: Timely investment transactions and passing Treasury Oversight Committee quarterly reviews and an annual audit pursuant • to Government Code Sections 27133 and 27134. The investment portfolio managed by the Treasurer's Office has increased from $1.25 billion to nearly $1.58 billion. This reflects an increase of nearly 27%. • There were no adverse findings during the quarterly committee reviews nor in the annual audit of the calendar year 2000. Changes in the quarterly reports were suggested and implemented to enhance, update and consolidate information. S B. TAX COLLECTOR s♦ 1) Objective: improve tax collections and reduce delinquencies based on State's median benchmark. Indicator: Comparison with State medians. During the fiscal year 1999-2000 Contra Costa County's secured tax delinquency rate was 1.5%. This compares very favorably to the State delinquency rate of 3.2%. The unsecured tax delinquency rate was 1.3% compared to the State's rate of 4.1%. 0 2) Objective: Increase dollars and tax bills collected per employee. Indicator: Comparison of year-end totals to prior periods. 122 o 0 0 0 DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 O 0 0 0 0 O o 0 0 0 a 0 0 0 0 0 0 v 0 123 0 0 • • • • DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 124 • • • • PERFORMANCE INDICATORS 0 A. Criminal 0 0 County Felony Misdemeanor Total Rank Trials Trials 0 Santa Clara 327 62 398 1 0 Contra Costa *142 184 326 2 0 Alameda 128 129 257 3 0 0 Solano 101 63 164 4 0 San Francisco 70 68 138 5 0 San Mateo 57 62 119 6 0 0 Marin 22 15 37 7 0 1999 Judicial Council Report for fiscal year 1997-98. These are the most recent figures as 0 this report is published bi-annually. 0 `The Judicial Council number appears incorrect as the hand count by this office shows 250 trials for calendar year 1997 and 168 in 1998,which would average about 209 for the fiscal year. 0 For Bay Area counties, Santa Clara has some 201 deputy district attorneys, 0 Alameda over 150, and San Francisco about 125. 0 The total jury trials rank Contra Costa County 8th in the entire state, behind 0 counties of Los Angeles, Orange, San Diego, Sacramento, San Bernardino, Kern, 0 and Santa Clara. Only Kern County among comparable size counties tries more 0 jury trials per deputy district attorney than Contra Costa. These results demonstrate 0 that the office is aggressive and hard working. 0 The most current conviction statistics are those released by the State Department 0 of Justice at the end of 1998, which shows a five-year average Superior Court 0 conviction rate of 97.1%for Contra Costa County, versus 95.3%for the State. 0 This outstanding percentage demonstrates that this office carefully screens the 0 criminal cases at intake and then works very hard for convictions. The office 0 maintains a no plea bargaining policy on serious felony cases in superior court. 0 0 0 0 0 0 12s 0 41 $ FIRE PROTECTION DISTRICT 0 0 127 • • • • FIRE PROTECTION DISTRICT • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • 128 • • 0 o . o PERFORMANCE INDICATORS Q Q A. The following performance indicators will be used to measure Q outcomes on key activities within the Fire District. The data shown Q in each category for this report will be used in future years as a baseline for comparison with other fire agencies as well as changes in performance within the Fire District. • Civilian injuries and deaths in structure fires, per 100,000 Q population: 6.36 Total fire incidents per 100,000 population: 406 0 o • Average time from dispatch to arrival for fire suppression o calls: 6 minutes, 12 seconds (Goal for the District is 5 Q minutes.) Q • Percent of all structure fire incidents where flame spread Q was confined to the room of origin: 60% Total emergency incidents per sworn personnel: 96.7 Q o • Total operating expenditures per capita: $96.30 4 o • Total swom personnel full-time equivalent per 1000 Q population: 0.59 o • Average time from receipt of dispatch until enroute to the 4 incident: 102 seconds (Goal for the District is 90 seconds.) 0 0 o 0 0 0 0 0 4 O O 0 O O O 0 129 0 0 pR 0 0 0 0 0 0 0 0 0 a 0 0 a 0 0 a 0 a 0 0 0 0 0 0 0 0 a 0 0 0 0 0 (� 131 4 O O O Q O Q Q 4 • • • PROBATION • • • • • INDICATOR NOTES: • • • Are these the appropriate indicators? • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • 132 • • • • 0 0 o PERFORMANCE INDICATORS 0 Q A. COURT SERVICES. The Adult Division prepares over 7,000 reports yearly o for the Superior Court. These include pre-pleas, pre-sentence, supplemental reports, reviews and victim/injury restitution. These reports o allow the Courts to expedite their calendars and reduce the need for Q unnecessary hearings and custody time for defendants. o B. SUPERVISION. O 0 1. The Adult Division of the Probation Department collected*$629,701 Q in fines and fees in 2000- An additional *$71,019 was collected for o felony diversion fees. This contrasts with '$332,064 collected from o those placed on unsupervised felony court probation. 0 2. With regard to victim restitution collections,the Probation Department o collected $209,060 from felony offenders in comparison to $46,675 o collected from those placed on unsupervised felony court probation. O O O O O O O O O O O O O 0 0 0 0 0 0 o 0 o o 0 0 133 0 0 C. DELINQUENCY PREVENTION 1. Challenge Grant I: a. Outcome: Improved school attendance. Indicators: Improved grade point average, increased credits earned and improved standardized achievement test scores. • All of these variables are being evaluated by an outside evaluator contracted to evaluate the program. Both the District Attorney's Office and the Juvenile Court have � indicated that the delinquency prevention effort by the Probation Officers assigned to schools is resulting in keeping kids in school and lowering daytime criminal activity. The Juvenile Court Judge is extremely pleased with the Probation • Department's early intervention strategies. Those schools that do not yet have a Probation Officer on campus have expressed an interest in having a Probation Officer assigned to their school to provide delinquency prevention services_ A total of 526 youth have received services through the program • since its inception on March 1, 1998. 2. Challenge Grant II: a. Outcome: Successful program completion. The outcome variables: absences from school, partial days attended, arrests, completion of substance abuse rehabilitation, S successful completion of probation. All of these outcome variables are being evaluated by the program evaluation being completed by an outside evaluator. A total of 167 at-risk girls • have received services since the program began on July 1, 1999. D. DETENTION CORRECTIONAL INSTITUTIONS 1. Orin Allen Youth Rehabilitation Facility: a. Outcome: Increase the educational level of Orin Allen Youth Rehabilitation Facility wards that will enhance their opportunity for employment and successful transition into the community. • Indicator or Benchmark: In collaboration with the County Office of Education, insure that a minimum of 45 O.A.Y.R.F. wards 134 successfully pass the GED examination or receive their high school diploma while under their O.AY.R.F. commitment. The performance measure is to track the number of O.A.Y.R.F. wards passing the GED examination or earning their high school diploma while under their O.A.Y.R.F. commitment. Since the beginning of the school year in September of 2000 O through May of 2001, a total of 50 wards have either passed the G.E.D. or earned their high school diploma. b. Outcome-Provide court ordered anger management classes and enhanced rehabilitative services to youngsters at the O O.A.Y.R.F. A Indicator or Benchmark - In collaboration with Mental Health Q treatment staff provide anger management classes for a 0 minimum of 50 O.A.Y.R.F. youngsters. For the year beginning O May, 2000, 174 youngsters have completed anger management classes at the O.A.Y.R.F. 0 0 Performance Measures -To track the number of O.A.Y.R.F. 0 wards completing anger management classes during their 0 stay in the program. 0 0 0 0 0 0 0 0 0 0 0 0 0 a 135 O O O O PUBLIC DEFENDER O O O O O O p O U 0 a �r 0 a a a a a a u a a a� a a a a O a O a a O O a a 137 O O O • • O PUBLIC DEFENDER • O O INDICATOR NOTES: • • • • Are these the appropriate indicators? • L • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • 138 • • • • 0 0 0 o PERFORMANCE INDICATORS o A. DEPARTMENTAL PERFORMANCE BY CASELOAD 0 Q The following chart sets out the number and major categories of cases o referred to the Department together with an approximate number of full time attorneys assigned to handle the type of case across the Department (i.e. o including both the Main Branch and the ADO). O O _ o Misdemeanors 8,705 14 20.4 o Felonies 4,58440 57.0 o Juvenile Delinquency 2,926 5 7.3 Q Juvenile Dependency 2,230 10 14.6 Q Mental Health (LPS) 640 .5 .7 Miscellaneous 1,538 n/a n/a Totals 20,623 69.5 O O O O O 0 0 0 0 0 0 0 0 o o 0 0 0 0 0 0 0 0 0 o Q 139 O O O O O B. DEPARTMENTAL PERFORMANCE GAUGED BY POSITIVE CASE OUTCOMES FOR CLIENTS O O A person accused of a crime benefits from representation by an attorney. An O attorney reviews the prosecution's case with a professional eye to determine the strengths and weakness of the case and advise the client about how to proceed. An attorney who reviews the case can identify any legal or factual O impediments in the prosecution's case. An attorney can negotiate a disposition, conduct an investigation and in many instances use courtroom forensic skills that weaken or diminish significantly the peril faced by the client. Having skilled counsel for the accused invariably leaves the client O better off than a client who represents himself or herself without the benefit of the professional knowledge and advocacy of an attorney. In the effort to provide the general public with quantifiable information, prosecutors and law enforcement often point to "conviction" rates of more O than 90% for cases they charge in court. In an attempt to identify specific and quantifiable case outcomes that mirror those "conviction rate" statistics sometimes cited by prosecutors and law enforcement, we recently analyzed the degree to which clients of the Department were positively benefited by not suffering a conviction of a crime with which the client was charged. Our +� focus was on the opposite statistical viewpoint from that of the prosecution: the rate of non-conviction for clients of the Public Defender. A non-conviction was defined as one or more of the charges brought by the O prosecution that was either dismissed by the Court or found through court action(a trial or preliminary examination)to have not been proven. The data for this analysis was randomly drawn from an examination of a representative sample of adult criminal cases from a randomly chosen period in the past fiscal year. O O Twenty felony cases and twenty misdemeanor cases for sample examination were assayed. With a non-conviction rate of 95%in felony case, it can be said that a positive outcome was obtained by virtue of one or more charges being dismissed or found to be unproven by a court or jury before the disposition of the case. With a non-conviction rate of 90% in our misdemeanor cases, a positive outcome for the client was obtained by virtue of one or more charges being dismissed or found not true by a court or jury before the disposition of the case. O O O O O O O 140 O O O � SN�RIFF i► !► O O O a 0 0 a 0 0 0 0 0 0 0 0 0 0 a 0 a 0 0 0 �► 141 Q O e O 0 SHERIFF O O O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O O O O O O O O O O O O O • O O O O O O O 142 O O O O O PERFORMANCE INDICATORS O A. ADMINISTRATIVE SERVICES 1. The Administrative and Community Services Unit presented over 160 public presentations, organized 55 Neighborhood Watch programs, put on the 911 for Kids Program in all local elementary schools and fingerprinted O more than 5,000 children. O OUTCOME: Increased crime prevention awareness in the community. O 2. Analysis and data entry of 9,525 vehicle theft/recovery reports, data O entry of 2,609 field interview cards and analysis of 4,508 crime reports was conducted. O O OUTCOME: Improved record keeping and crime information for patrol officers. O O O O O O O O O O O O O O O O O O O O - O O O O O O 143 O O O O O B. PATROL DIVISION 1. The decline in the number of Part I crimes continued, down more than 7%from 1999; homicides, in particular, decreased from 14 to 8 in the unincorporated area. O Part I Crimes O O 7515 7229 • 6819 6605 O 5647 5242 O 1995 1996 1997 1998 1999 2000 O O OUTCOME: Reduced crimes increase the sense of security in the community. . O 2. Patrol Division handled 171,280 details/calls for service, 50% of which were officer-initiated. Patrol activity for 2000 includes: O Priority 1 Details 13,074 Reports Written 20,466 Arrests 4,867 Citations Issued 5,434 Criminal Citations Issued 279 Officer-initiated 101,001 O OUTCOME: Increased law enforcement presence and activity increases the sense of security in the community. C. INVESTIGATIONS DIVISION O O 1. This division-handled 6,095 cases in 2000, with an overall closure rate of 65%; up 9%from 1999. The value of stolen property recovered totaled $2,085,082. O OUTCOME: Both the increased closure rate and the recovery of stolen property is indicative of effectiveness of the this division O 144 O O O 2. With continued Federal funding through the Northern California High Intensity Drug Trafficking Area (HIDTA), the East Bay Methamphetamine Task Force (WEST-NET), was named as the Western States Information O Agency of the Year for 2000. OUTCOME: Recognition of accomplishments assures the community of the quality work completed by this division. D. TECHNICAL SERVICES DIVISION 1. The Communications Center (Dispatch) processed 420,000 calls for service and handled a monthly average of 9,000 calls to 911. O OUTCOME: Continued being responsive to citizens' needs. 2. With few exceptions, the Records Unit entered Domestic Violence and 0 other types of Restraining Order information into the statewide database on 0 the same day the Orders were issued. 0 OUTCOME: Immediate entry of restraining orders increases the ability of 0 law enforcement officials to protect vulnerable persons. 0 0 E. FORENSIC SERVICES DIVISION 0 0 1. The Latent Fingerprint Unit processed 5,787 requests for examination, 0 a 5% increase over 1999. Over 2,100 latent prints were searched in the Automated Latent Print System, resulting in the identification of 497 crime 0 suspects. O 0 OUTCOME: Increased fingerprint examinations enlarges the database of 0 comparable prints and assists in future identification of crime suspects 0 and/or linking crime scenes. 0 2. The Drug, Alcohol and Toxicology unit examined 5,465 cases for 0 controlled substances and 213 drug manufacturing laboratories. Total requests for service to this unit increased by 2% in drug cases, 14% in 0 breach alcohol cases and 34% in toxicology cases. 0 0 OUTCOME: Examination and analysis of controlled substances and drug 0 manufacturing laboratories assists investigators and prosecutors. 0 3. The Criminalistics Unit received 1,367 requests for firearms analysis, 0' DNA and trace evidence, a 24% increase over 1999. 0 OUTCOME: Analysis of firearms, DNA and trace evidence assists investigators and prosecutors in identifying and prosecuting crime 0 suspects. 0 0 0 145 0 0 0 4. More than 1,500 entries were made into the Integrated Ballistics O Imaging System (IBIS), resulting in 22 cold hits, thereby linking cases B through the firearm used. OUTCOME: Entries into the IBIS enlarges the database of comparable ballistics and assists in future identification of crime weapons and/or Q suspects and/or linking crime scenes. 40 5. The Property and Evidence Unit disposed of more than 21,000 items through auction, incineration or other methods, a 52% increase over 1999. OUTCOME: Disposition of property and evidence improves_record keeping and unit efficiency. F. CORONER'S DIVISION 1. This Division investigated 1,862 cases and performed 523 autopsies. • OUTCOME: Assistance provided to crime investigators and information to deceased persons'.relatives on cause of death. • 2. Thirteen organ donor referrals were made to the University of California at San Francisco Medical Center. 40 OUTCOME: Improved quality and quantity of life for donor recipients and enhanced medical research. • 3. Death certificates were submitted to the State within fourteen days or fewer in 98% of the cases. OUTCOME: Timely submittal of death certificates assures timely and accurate public records. 40 G. EMERGENCY SERVICES DIVISION 1. Over 90 hours of Incident Command System classroom training was provided to Sheriffs Office management personnel; 75 orientations/training sessions were presented for citizens groups; and ten emergency response exercises with cities and industry were held. OUTCOME: Increased knowledge and preparation for emergency situations. -- 146 40 H. DETENTION DIVISION 1. The custody alternative programs administered by the Custody Alternative Facility saved the expense of 74,510 custody days in a detention facility. OUTCOME: Decreased expense compared to housing inmates. 2. Inmates at the West County and the Marsh Creek Detention Facilities were provided educational, substance abuse and life skill programs that resulted in: 39 inmates receiving High School Diplomas; 43 inmates receiving G.E.D.s; 2,090 inmates being awarded certificates of completion for Literacy, Computer Skills, Landscaping, and/or Engraving programs; 0 1,271 inmates completing one or more phases of the Drug/Alcohol O Intervention program, 92 of whom graduated from the program. ID OUTCOME: Improved education, knowledge, and skill level of inmates 0 reduces recidivism. 0 0 0 0 0 0 0 0 0 0 a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 147 0 0 �► COMMUNITY SERVICES �1 O 0 O 0 0 0 0 0 0 0 0 0 0 0 o - 0 0 0 0 0 0 a 0 0 0 0 0 0 0 0 149 O O O O O COMMUNITY SERVICES O O O O INDICATOR NOTES: O O O Are these the appropriate indicators? O O O Do they provide enough information? O O O O O O O O O O O O O O O O O O O O O O O O O O 150 O O • O O PERFORMANCE INDICATORS A. CHILDREN'S SERVICES O 1. Nutrition Objective: Improve nutdtion/health of low-income families with O preschool children. O O Indicator: Number of families receiving nutrition services from O Child Development and Head Start Outcome: 774 parents received direct nutrition education services from the Department's Child Nutrition O Division nutritionist. O 2. Energy Assistance to Low-Income Families O Objective: Stabilize family income and resources for low-income families. O O O O O O O O O O O O O O O O O O O O O O O O 151 O O A . A O Indicator: Number of clients receiving utility assistance making O income available for other uses. A A Outcome: Over 3,209 clients were provided assistance in paying their utility bills. Of these 265 were in crisis with utility A service turned off or in the process of being turned off. A Indicator: Number of budget counseling and energy A conservation sessions provided to clients. Outcome: 6,000 families were counseled and educated on budgeting skills and energy control. Indicator: Number of low-income client's shelters weatherized to reduce the impact of utilities on their ability to remain self-sufficient. A O Outcome: There were 343 units of low-income clients weatherized. A 3. School Readiness for Children of Low Income Parents Objective: To increase the computer literacy of low-income children in Contra Costa County O Indicator: Number of computers available to children in our Children Centers. • O No. of Classroom Computers A Available for Children Learning A 10050 �:�:_� �--�-:���._�•��_�-=�.r -- AE tiYX',a. - 0 O FY98/99 FY99/00 FY00/01 O A A A • A 152 . A O Outcome: Number of Classroom Computers has increased from 39 in FY98199 to 87 in FY00/01. This increased the number of computer hours available to children by 39,393 an increase of 54%, increasing computer O literacy of low-income children. Computer Hrs Available to Children in Classrooms 150,000 - '. ;` �. 100,000 .. �r .��-,�-. 50,000 0 98199 99100 00101 O Computer Hrs 1 33,557 72,950 105,778 0 0 0 Objective: Increase the number of full-day full-year 0 childcare/development slots available to low-income 0 families to allow for training and emplacement. Q Indicator. Number of full-day full-year childcare/development 0 hours available. 0 Outcome: The Department has increased the number of 0 childcare/development hours by 31.2% over the 0 number provided in FY 98/99 as shown below: 0 0 0 0 .. 0 0 A 153 0 o 0 Indicator. Number of available full-day full-year childcare/development spaces provided to low- • income residents. i No. of Full-Day Full-Year Slots o 2,000 O O 1,500 1,000 _ O 500 ::� O FY98199 I FY99/00 I FY00/01 ®Full Day Full Year i 1,087 1,521 1,544 O 4. Helping Families Toward Self-Sufficiency O Objective: To increase family literacy of low-income families. O Indicator. Number of families participating in the Reading-Is- Fundamental (RIF) program. - o Outcome: 937 families participated in the RIF program at Children Centers compared to 637 in FY 99/00; an increase of 47 %. Objective: To increase family focus on achievement of self- O sufficiency. O O ' O O O . O O O O O O 154 O O O O O O O Performance Measures for FAC Div 0 O 100 ; - O95- O 885 80- = '_x 75 70 O 65 _. .. O 60 5 O 50 r OFam. Dental Medical Partership Exams Exams OAgreement O ■FY98199 ■FY99/00 0 FY00/01 O Indicator. Number of families completing family partnership O agreements which represents the development and a commitment to a plan for development of self- sufficiency. Outcome: Over 86% of families of the program's children have O completed family partnership agreements. Compared to FY99/00 percentage of 71%. Objective: To provide low-income families with O childcare/development slots for Infant/Toddlers to allow training and employment. Indicator. Number of Infant/Toddler slots available • Outcome: The number of Infant/Toddler slots has increased from zero in FY00/01 to 215, compared to 204 at the O end of FY99/00. O Objective: To increase the dental health of low-income children in Contra Costa County. Indicator. The number of children receiving dental checks by trained professionals. • O Outcome: Over 89% of the program's children were given no- cost dental checks at our childcare/development sites compared to 69% in FY98/99 and 83% in FY 99/00.. • • O 155 • • • 0 0 0 Objective: To increase the health of low-income children in o Contra Costa County. o 0 Indicator. The number of children receiving medical checks. o Outcome: Over 98% of the program's children received no-cost o medical checks performed at our Q childcare/development sites compared to 79% in FY o 98199 and 97% in FY 99/00. o . o 0 0 0 0 . o 0 0 o 0 0 0 0 0 0 0 0 o 0 . o 0 0 0 . o 0 0 0 o 156 0 0 0 0 • • • EMPLOYMENT AND HUMAN SERVICES • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • � 157 • • 0 0 0 EMPLOYMENT AND HUMAN SERVICES 0 O O O O INDICATOR NOTES: O O • Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 158 • • • • PERFORMANCE INDICATORS • • The Employment and Human Services Department has worked to set up an • outcome measurement system. During the past year we successfully trained 38 managers on writing outcomes, strategies, indicators and performance measures. We are now collecting data on many of our outcomes and, at the • same time, updating our indicators. • • • • • • • • • • • • • • • • • • • Is9 • • • 0 0 0 A. WORKFORCE SERVICES BUREAU O 1. CaIWORKs Outcome: Provided services that directly affected nearly 20,000 0 County residents, producing savings to the County of $600,000 per month and helping generate recipient income 0 at$2 million per month. Indicators: 0 a) JOB PLACEMENTS. The cumulative number of job placements since March 1998 through March 2001, is 14,247. b) INCREASED EARNINGS. As of March 200125.47% of all CalWORKs families reported earnings. The current rate of o reported earnings for 2-parent families is 63.46%. These figures are particularly impressive considering the caseload decline. As participants who find jobs more easily exit the CalWORKs program; the families remaining on assistance tend to have more significant employment barriers to overcome. o c) EXITS FROM THE SYSTEM DUE TO EMPLOYMENT. During the period May 2000 and March 2001, 1,739 participants exited due to employment • • • • • ' o ' y • May-00 Jun-00 Jul-00 Aug-00 Sep-00 Oct-00 Nav-00 Dee-00 Jan-01 Fet41 Me!-01 • • • 160 • • • d) CHILD CARE. We moved over 1,000 families from EHSD to care o partners in the community. These families no longer receive Cal WORKS assistance and their childcare needs are now met in the community. Served 100% of all eligible Stage 1 families. Served 0 100% of the Child Welfare cases referred for childcare. Currently 0 the Bureau provides childcare payments for 2,350 children. • Specialized Child Care workers authorize over$1,000,000 monthly in payments. o - ® e) GRANT SAVINGS. As of March 31, 2001, the total number of cases receiving TANF cash aid payments (CaIWORKs) is 7,922. This is a 13% decrease from April 2000. Of the total caseload, 2,039 have eamed income totaling over$2,000,000 per month. • The resulting grant saving is in excess of$600,000 per month. • $700.000 �J' rt1!�.5r.5'.'L^•'.:�s]11µ y1}-.-'i'F^!¢p• 'A h~Rr r� 1600.000 _ • $500,000 __'r :_.r_•. _ __.-" 1,..~5.1.=C�.+� .... _ 4. • $400.000 =v. '••'K.SU 4,•. ys.I f300,000 �-r • $200,000 • sloo.aao - - - so - May- Jun-00 Jul-00 Aug- Sep- Oct-00 Nov-00 Dee- Jan-01 Feb-01 Mer-01 • 00 00 00 00 f) FEDERAL WORK PARTICIPATION RATE. As of March 2001, 3,679 CalWORKs adults had a Welfare-to Work requirement. The WPR for one-parent households was 38% as of December 31, 2000. The WPR continues to show a steady increase. 35% K: 25% J, -w-•z `^yam: _';; ,. lam. :,o•-. . 20% , -• .d.. . .via .. '? 10% • "iCCr1 • - ^, - .•y� snit'+ iE: 0% May-00 Jun-00 Jut-00 Aug-00 Sep-00 Oct-00 Nov 00 Dee-00 161 0 0 . o 0 g) EARNED INCOME. The earnings of participants in March 2001 0 were $1,767,747. The earnings benefit the County in the form of taxes paid and goods and services purchased. These earnings also make the Earned Income Tax Credit available to families. o Outcome: Provide services that promote health to a population o of over 13,000 children, and educational support to several o hundred teens. Indicator: . o a) IMMUNIZATIONS. We are collaborating with health services and clinics to provide information on immunization to participants. For • the first two Quarters of FY00101, we averaged a 95% compliance rate for immunizations. o 0 b) SCHOOL ATTENDANCE. All children of compulsory school age (6- 17 years of age) must regularly attend school_ In the first quarter of 2000, we sanctioned 11 children, age 16— 18 for non- attendance and 26 parents for non-attendance of their children o under age 16. From May 2000 through March 2001, thirty-five (35) 16— 18 yr. olds were penalized for not attending school and 127 parents were penalized for non-attendance of their children under • age 16. • c) CAL-LEARN. We serve an average of approximately 160 teens each month. From May 2000 through February 2001, 35 teens graduated from high school; 101 teens received a $100 bonus and • 28 teens received a$500 bonus. (A$100 bonus is issued to a teen when s/he submits an adequate report card (2.0 average or more) o timely. When the Cal Learn teen graduates from high school or obtains a GED, a $500 bonus is issued.) • 2. GENERAL ASSISTANCE • Outcome: Maintained a steady decline in general assistance recipients through their conversion to employment. • Indicator: • a) NUMBER OF EMPLOYABLE GA CLIENTS. From April 2000 through the end of December 2000, the employable clients have steadily declined from an average quarterly high of 86 in the April- June quarter to 62 for the October-December 2000 quarter. • 162 • • • b) NUMBER OF TEMPORARILY DISABLED GA CLIENTS. Likewise S the temporarily disabled clients average is decreasing. The average number for the April-June 2000 quarter was 130. The average number is 113 for the October-December 2000 quarter. c) NUMBER OF GA CLIENTS TO REPORT EXIT FROM PROGRAM DUE TO EMPLOYMENT. As the number of employable clients continues to decrease we can expect that the number of exits due to employment will also decrease. The total number of exits for the • April-June 2000 quarter was 57. The total number is 25 for the October-December 2000 quarter. Outcome: Decrease expenditures for General Assistance grants from • the County General Fund by approximately $162,000 per • month. Indicator: a) TOTAL NUMBER OF CLIENTS WHO DECIDE NOT TO APPLY FOR GA AT SCREENING. The total number of clients who decided not to apply for GA was 165 for the April-June 2000 quarter and 137 for the October-December 2000 quarter. The total grant savings per quarter is estimated to be $49,000. b) TOTAL NUMBER OF CLIENTS WHO ARE NOT GRANTED GA DUE TO FAILING ORIENTATION, ASSESSMENT AND INTAKE APPOINTMENTS. This is historically a high number and is indicative of the front-end nature of the General Assistance • program. The number for the April-June 2000 quarter is 467 and 460 for the October-December 2000 quarter. The estimated total grant savings per quarter is $162,000. • c) NUMBER OF GA CLIENTS WHO HAVE BEEN DETERMINED • MEDICALLY UNABLE TO WORK AND SSI IS PENDING. This group of GA clients has consistently higher numbers given the fact i that over 60% of the GA clients are permanently disabled. The average number of GA clients with SSI pending for the April-June • quarter is 363; for the October-December 2000 quarter, the • average number is 307. r 163 0 0 0 d) TOTAL NUMBER OF CLIENTS GRANTED SSI. The number of GA clients granted SSI has been declining from 88 for the April-June 0 2000 quarter to 57 for the October-December 0 2000 quarter. Total future grant savings estimated at $91,888.00 0 per month. 0 3. ONE STOP CENTERS 0 0 Following are the specific performance measures established for the 0 One Stop Centers for PY 2000-01: 0 O O WtA Requirements WIA Performance Goal O 1. Adult Entered Employment Rate 0 2. Adult Employment Retention Rate 67.13% 3. Adult Earnings Rate 76.92% 0 4. Adult Employment & Credential Attainment Rate $3702. 0 5. Dislocated Worker Entered Employment Rate 40% 0 6. Dislocated Worker Employment Retention Rate 72.66% 7. Dislocated Worker Earnings Replacement Rate 86.55% 0 8. Dislocated Worker Employment & Credential Attainment Rate 85% 0 40% 0 0 Although we will not have quantifiable confirmation of specific 0 performance outcome numbers until the year 2002, it is expected that we 0 will either meet or exceed these measures as reflected. 0 B. WORKFORCE DEVELOPMENT BOARD 0 0 The Workforce Development Board had its strategic plan approved and 0 has finalized its organizational structure. The Board's state-mandated 0 performance measures for Program Year 2000-01 were established by 0 the State and incorporated into the Board's Five-Year Strategic Plan, and, 0 will be tracking and reporting on them in the coming year. This data will be included in the 2000-01 annual performance report. 0 0 0 0 0 0 • 164 0 • • • • • • C. CHILDREN AND FAMILY SERVICES • Outcome: Six hundred and eighty-three children have been able to remain their homes. • Indicator. • 1. Provided Family Maintenance Services to 593 (as of 3/31/01) • children and their families, wrote Family Reunification Plans for over 683 children and established • Permanency Plans for over 1,970 children. Currently, there are • 683 children receiving Family Reunification services. • • FAMILY REUNIFICATION CHILDREN • SERVED • • 800r_- `1 600 L.J. M��.y.' ..c,:. '•.> • 400 • 200 077 • FY 96/97 FY 97/98 FY 98/99 FY 99100 FY 00/01 • • • Outcome: There hundred and sixty-six children were able to achieve • permanency in a timely manner. • Indicator- 1. ndicator1. 8,662 referrals received 2. 136 children were reunified, 90 children had guardianship orders and 140 children were placed in loving adoptive homes. • NUMBER OF REFERRALS • RECEIVED • • 15000 • 10000 -s • 5000 • 0 0 1995 1996 1997 1998 1999 2000 • • • • 165 • • O O Outcome: The health and developmental needs of over 300 children are being O met. O O Indicator: 1. Established a mental health referral system that enables parents and children to quickly enter into needed or court ordered therapy. Approximately 75-100 referrals are made each month. O O 2. Served over 350 teens in the Independent Living Skills Program O and 200 (ages 18-21) emancipated youth. O 3. All children in out-of-home placement are eligible for CHDP O examinations and services. The average number of children in foster care each month in FY 00101 is 1,814. O O Outcome: Over 3400 children will have received protective services. Indicator. O 1. Interviewed 117 children in the Children's Interview Center about alleged sexual molestation. O 2. Prepared Emergency Assessments for 3,247 children. O 3. Received ER 23,613 calls in CY 2000. EMERGENCY RESPONSE CALLS RECEIVED 30000 20000 1 0 0 0 0 sir: 1996 1997 1998 1999 2000 O . O O O O O O 166 O O O • • • • • Outcome: EHS has developed and implemented a 320-hour induction training • for child Welfare Social workers. This has provided 55 new staff • with important, job specific skills and knowledge • Indicator: • 1. In FY 00-01 four new child welfare worker training series have • been offered to 55 new workers. These classes assist staff to build • new skills, gain knowledge of new laws, regulations and processes to assist clients. Additionally, 253 total training classes were • offered to Family and Children's Services staff. • D. AGING AND ADULT SERVICES • • NOTE. A#figures for Adult and Aging Services are annualized projections based • upon actual numbers for the period of July through December 2000. • Outcome: The safety of nearly 2000 elders and dependent adults are • investigated with disposition indicated per year. • • Indicators- 1. ndicators:1. There were 1,636 investigations and 297 active cases per month. • Outcome: Over 30,000 seniors were informed about social service and health • care choices. • • Indicators: • 1. Provided information to 18,254 clients and made 32,968 Referrals. • 2. 1,504 HICAP clients counseled in 2,534 hours of counseling by 23 • HICAP volunteers. • Health Insurance Counseling and • People Served • • —A Heath bnsuranceCounseling/Advocacy Program Hours of Courseling • —�Heath Insurance Co unseling I Advocacy Program People Served • ..000 ISM • yam Air— ism • low • tm +.omo • SM 0 0 • F1'901 Yf C 97190 F1'9M 99 FY 901 DD n m 01 • 167 • • 0 0 0 0 Outcome: Over 4600 seniors were able to receive almost 5.2 million hours of in- home care, preventing institutionalization. o 0 Indicators: o 1: 5,195,348 paid hours of care provided in the IHSS program. o . o 2. 4,600 clients per month on average receiving IHSS paid hours. O In-Home Supportive Services p Clients Served Per Month I o 4,800 4,600 4,400 4,200 - 4,000 - 3,800 ,2004,0003,800 _iiiii FY 96/97 FY 97/98 FY 98/99 FY 99100 FY 00101 0 0 3. 192 active MSSP cases per month on average. 4. 89 active Linkages program cases per month on average. 0 Outcome: Over 50,000 hours of senior support services, in addition to 400,000 0 meals and 100,000 other services, have been provided to County seniors. Indicators: 0 1. 15,224 hours of senior companion volunteer services. 2. 3,954 client hours of Alzheimer's day care provided and 13,754 client hours of other adult day care. 3. Provided 7,216 hours of senior legal services, provided in-home registry services for 1,004 seniors, 209,496 home delivered meals, and 63,844 rides to/from congregate nutrition sites, and 53,628 bags of groceries delivered and 186,938 congregate meals. 0 0 0 168 o 0 4. Provided 10,612 hours of Long Term Care Ombudsman complaint investigation/resolution. Outcome: Improved health for over 70,000 low-income adults, families, and children through access to comprehensive health insurance coverage under the Non Assistance Medi-Cal Program. Indicators: 1. 31,324 Medi-Cal applications approved and 22,495 families enrolled in the program monthly on average. Outcome: Increased level of nutrition for adults, families, and children resulting in reductions in chronic health problems associated with malnutrition through Non assistance food stamps program for over 8,400 recipients. Indicators: 1. 4,918 applications for Non assistance food stamps (NAFS) granted. 2. 4,208 individuals eligible (NAFS) monthly on average. 3. $19,530,460 food coupons issued. For additional information regarding EHS programs, services and results, contact: John Cullen, Director (925) 313-1579 • 169 0 1713 � • • • • • HEALTH SERVICES • • • • • • • • • • • • • • • • • • • i • • • • • • • • • • • • • • 171 • • O O 0 HEALTH SERVICES O O O O INDICATOR NOTES: O O O Are these theappropriate indicators? O O O O Do they provide enough information? O O O • O 0 0 0 0 0 0 O o 0 0 0 0 O 0 0 0 O o O 0 0 0 172 O 0 0 PERFORMANCE INDICATORS • A. HOSPITAL HEALTH CENTERS This division has developed multiple indicators and outcomes to monitor and improve quality and,patient satisfaction. Some are determined by regulatory agencies, such as the State Department of Health Services • Licensing Division, and the Joint Commission of Accreditation of - Healthcare Organizations. Examples include: average length of stay, patient satisfaction, Emergency Department utilization, cost per patient per day, number of Ambulatory Care visits per month by site, medical and nursing staff quality assurance monitoring, and QA monitoring by ancillary • departments. B. MENTAL HEALTH 1. Adult/Older Adult Program looks at three adult measures, including a consumer satisfaction measure, a behavior and symptom scale, • and a quality of life measure. 2. Mental Health looks at efforts to reduce state hospital bed days, IMD bed days, acute hospital bed days, improving living situations, improving educational activities, improving vocational status, and decreasing alcohol and other drug involvement. 3. The Child & Adolescent Functional Assessment Scale (CAFAS). The CAFAS data indicate a drop in the level of functional impairment (i.e. improved functioning) of about 15 points as • measured by the CAFAS over roughly a 6-month period. 4. The Child Behavioral Checklist for Ages 4-18 (CBCL). On average, the scores on the major scales of the measure hover near the clinical range (i-e. the top 2%) on behavioral problems. Change scores from intake to six months indicate improvement in problem behaviors, particularly for youth whose parents indicate 50 or more problems on the scale at intake. 5. The Youth Self Report for Ages 11-18 (YSR). YSRs are completed • by youth in the system of care at intake. The data indicate a high • number of problems, again hovering near the clinical range on the 173 0 0 0 scale. Overall, the change scores indicate a reduction in behavior problems from intake to six months by roughly 4 points. The youth o who reported 50 or more problems on the scale at intake reported 0 12 fewer problems after six months. 0 6. The Residential Living Environments Scale (ROLES). Data from 0 the ROLES indicates that over two-thirds of the children in the 0 system of care are either living at home or are living in the home of 0 a relative. Around 10 percent are living in a regular foster care 0 setting, 3 percent are in a level 12-14 residential center and about 0 4 percent are living in a group home. Less than 2 percent are either in a state mental hospital or are inpatients in a medical 0 hospital. C. PUBLIC HEALTH • Public Health evaluates performance by looking at community health 0 indicators such as infant mortality, utilization of early prenatal care, and tuberculosis rates. Clinical Services are evaluated by process measures 0 including number of clients served, cost per unit of service, and staff productivity measures. The Public Health Data and Evaluation Unit has been charged with developing more targeted outcome evaluations of Q Public Health programs, especially Family, Maternal, and Child Health o programs and the County's programs serving people who are homeless. D. COMMUNITY SUBSTANCE ABUSE SERVICES. 0 CSAS developed thirteen major indicators to monitor the effectiveness of the Division's prevention efforts. CSAS focused most of its prevention 0 work on alcohol-related activities and policy initiatives, and the performance indicators reflect these efforts. O Although performance indicators are only one way to monitor how the system of care is operating research indicates that taking into consid- eration acuity or severity of addiction, length of stay and discharge status are important indicators to track substance abuse treatment outcomes. o o 0 0 0 0 o 0 0 174 O 0 0 E. EMERGENCY MEDICAL SERVICES. Statistics are monitored in a number of areas: ambulance services and air ambulance services (responseltransportation times, and levels and quality of service provided); trauma care services (appropriate use of trauma center, trauma care); hospital resources (bed availability); and first • responder defibrillation program (patient lives saved). Utilization statistics and trends, including number of ambulances dispatched, average response times, patients transported, patients receiving specialty trauma care, and defibrillation saves are compiled for each area on a regular basis to evaluate performance and to identify any areas for increased • attention. PERFORMANCE INDICATORS The following data compares FY 1997-98 and FY 1998-99. CONTRA COSTA REGIONAL MEDICAL CENTER Avera a Daily Census Fiscal Year 1998-99 Fiscal Year 1999-2000 126 132 Average Length of StayDa s • Fiscal Year 1998-99 Fiscal Year 1999-2000 Medical Units 4.02 4.34 Psychiatric Units 13.08 12.10 • 175 0 0 0 CONTRA COSTA HEALTH CENTERS 0 Avera a Monthly Outpatient Visits o Fiscal Year 1998-99 Fiscal Year 1999-2000 O Central County Visits 9,540 9,699 0 East County Visits 7,260 7,375 0 West County Visits 6,370 6,866 0 0 Total Visits 22,367 23,940 0 0 EMERGENCY DEPARTMENT Fiscal Year Fiscal Year o Average Visits per Month 1998-99 1999-2000 O 2,679 2,666 0 O O 0 CONTRA COSTA HEALTH PLAN o O ENROLLMENT May 1999 May 2000 0 O AFDC Medi-Cal 38,018 36,078 0 Cross Over Medi-Cal and Medicare 357 326 0 Other Medi-Cal 2,757 3,306 Senior Health 435 353 0 Basic Adult Care 4,133 3,387 0 AIM/HIPCIMRMIP/Health Families 401 11793 0 Commercial Members 7,563 9,969 0 Total 53,664 55,212 O O 0 0 0 0 0 0 0 176 0 CONTRA COSTA COMMUNITY SUBSTANCE ABUSE SERVICES Fiscal Year 1998-99 Fiscal Year 1999-00 ALL SERVICES • • CONTRA COSTA MENTAL HEALTH Average Monthly Outpatient Visits Fiscal Year 1998-99 Fiscal Year 1999-00 MENTAL HEALTH CLINICS 8,297 8,658 SPECIALTY CLINIC 18,790 2,910 177 0 0 0 CONTRA COSTA PUBLIC HEALTH O Senior Nutrition Program o O Fiscal Year 1998-99 Fiscal Year 1999-00 0 MEALS SERVED 32,998 33,786 per month o O 0 Public Health Clinic Services o O Average Client Encounters Fiscal Year 1998-99 Fiscal Year 1999-00 per Month 1,208 1,223 0 0 Women, Infants, and Children's Program (WIC) Avera a Number of Vouchers Issued per Month Fiscal Year 1998-99 Fiscal Year 1999-00 0 15,867 15,724 0 0 o • • • • • • • • 0 • • • • 178 • • • CONTRA COSTA ENVIRONMENTAL HEALTH ACTIVITY Fiscal Year 1998-99 Fiscal Year 1999-00 1,470 1,521 Complaints' 4,015 10,727 Solid Waste2 � 5,099 6,684 • Land Develo menti 20,203 14,970 Consumer Protection 87 1,819 Misc. General Programs -. 30,710 .35,721 Tata( Units ' Indicates number of responses to complaints which may or may not result in a visit to site. 2 Includes routine, follow-up, complaint inspections or investigations, consultation, license or permit evaluation, direct abatement, and violation notices. 179 0 o 0 0 CONTRA COSTA EMERGENCY MEDICAL SERVICES o O ACTIVITIES Fiscal Year Fiscal Year 1999- 1998-99 00 0 O Ambulance Services 52,143 57,568 0 Total Units Dispatched o Air Ambulance Services 273 400 0 Patient Transport o O Trauma Services 957 984 0 Critical trauma patients transported First Responder Defibrillation Svs 23 23 0 "Field Saves" (patient admitted o 0 First Responder Defibrillation Svs 13 11 " System Saves" (patient discharged — not admitted to hosp) 0 Interfacility Transfer Reviews 2,520 3,126 0 Cases Reviewed 0 Total Activities 55,929 ": 62;112 0 0 • • • • • • • • • • 180 • • • • • • • HOUSING AUTHORITY • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • O O O HOUSING AUTHORITY a O 0 a INDICATOR NOTES: • • • Are these the appropriate indicators? • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • • 182 • • • PERFORMANCE INDICATORS A. Public Housing HUD rates all Housing Authorities on public housing programs according • to performance indicators established in a new Public Housing Assessment System (PHAS). These indicators are shown below for FY . 2000 we received a score of 77.1. This score is "Advisory" since this assessment program is new and in development. The preliminary • information obtained from our analysis of HUD's assessment has generated an action plan to improve the scores and we are targeting a 10 point improvement for FY 2001. Each Primary Indicator has been targeted for improvement. Public Housing Primary Indicators, Advisory 3530 `T 25 s • 20 iCCCF1A Score • ■Natiorel Average Maximtan Passible • 15- 10. 5 10 • • 0 • Physical Financial Management Resident • • • • 183 • • • • • B. Section 8 • • The Section 8 Program is going to be assessed by a new objective system • counterpart to,PHAS. This new evaluation is called the Section 8 • Management Assessment Program (SEMAP). Although not in place yet, the Housing Authority is establishing a self-assessment system to meet • the criteria for SEMAP. Performance indicators include standards for • maintaining a Waiting List, Reasonable Rent, Utility Allowance Schedule, • Quality Control Inspections and other indicators relating to Section 8 families. • • • • • • • • • • • • • • • • • • • • • • • • • • • • 184 • • • • • • • «N. 0 CO W CD CA C) u) ooC, CIL 0 o Doo a • C tt) U) to Ur CN CV .) V) to Lo - CN O O • T Lt NOXXXXXQ QXOOXOXOOU < U a) OWLUWWWu_ LLWOWOWOOW y • Q U o � a • Ouim °) v � mv � cc �' m C0 T 0F. • CL � dad — — s- ca m = E W • o0 � ,ccoc = EEvn. �, Lt_ o ,. •� m cnQ .- - o o c � Uo • - 3 v `t° � g o 0 0 0 o c� c� o c0 co CN N co co � C)0 C CD o °° °� o rn a • •L o 'a a 0) 0) - Q' � s- 00 LO rn ago • (L cc • iZ ca O m r- _0 • � " CL� 3 m C- 0 a • C Q ~ v °� cu C- 0 cl- c-- CU cl-- m m c m E — c`- L ca _ -o 0 • c c 0 : mm a) C.- m c.- mQ � tlf N CC m �. C .0 O L E O m Com' E 000mmc- � iamc` ca � E � 3 L Cc E 10 cn O -a N C C -0 U c • a ° m C"- a 0 o ) c CC m m m C,' � m m o • v� d m m m m a ni c -N W • m -Xw vc' -QCU O h C- o� N L cam ca iO U �aO m CmmYm ` CL O O E d mm CU m .� m � m m co ON .13 � � � E� c0 -0 • L O L m U 7 m O O ca m to U m — L c T F- Ia. cL > < < co cL o m a. < z Q a. w a. • U m • U CL • O m O C E U • m c m 0 W Co ca rn c a • cu C c C U � 0C E df c O N O ca .0 .� '=ca c .� c L c a U o O 0 C o o m th o ca v c u) o c CD X v o c a� J U ca O — .E m � W — rn O u) cNo • p cZ m V c&2ku � c U cII C EO = m U Q U C C m Co E c • N m U y L X m m C m •- m W °) 185 • UJ 5 � saw D � Q � -S -JILL :� • • • • • • • VETERANS SERVICES • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 187 • 0 0 0 VETERANS SERVICES • e 0 0 INDICATOR NOTES: e e O Are these the appropriate indicators? • • • Do they provide enough information? • • • • • • • • • • • • • • • • • • • • • • • • • 188 • • • PERFORMANCE INDICATORS Many tasks that we perform in Veteran Services for the public cannot be measured or quantified. Our work involves sensitive and complex issues that are often very personal in nature such as combat issues. We are fact finders and problem solvers. We deal with all aspects of physical/mental • disablement and profound bereavement. Our clients represent all ages, ethnic and socio-economic backgrounds. Many of our clients are county .� employees. Some clients are hostile and belligerent. We endeavor to be alert, sensitive and compassionate to the needs and concerns of our • clients. The following tasks are examples of items difficult to measure or quantify: A Answering a high volume of client questions during office interviews, phone calls, via correspondence and e-mail B. Conduct detailed and probing interviews with clients C. Answering questions from federal, state and local agencies D. Obtain supporting documentation for claims/appeals to include but not limited to the following: 1. Military separation/discharge documents 2. Military personnel records 3. Death/marriage/divorce/birth documents • 4. Physician statements of diagnosis and treatment history 5. Service medical records (SMR's) 6. Private medical records (PMR's) 7. Operation/pathology/autopsy/MRI/radiology reports 8. Hospital discharge summaries • 9. Miscellaneous information from National Archives 10. Affidavits in support of claims/appeals 11. Funeral/cemetery bills and paid receipts 12. Medical expenses and income reports E. Time to read/study SMRs, PMR's and other medical reports F. Claim/appeal packaging and transmittal G. Numerous clerical/reception functions conducted by all staff 189 1998-1999 1999-2000 Workload Indicators: Claims/Appeals 1,182 1,072 Office Interviews 3,247 3,404 S Field Interviews 143 84 0 0 Incoming Telephone Calls 13,638 14,542 0 '0 Correspondence In 9,410 7,968 0 Correspondence Out 4,434 4,365 0 Welfare referrals 1,645 791 0 Welfare referrals claims filed 53 46 Students Approved: Total 301 294 UC 79 76 0 CSU 95 104 O CC 127 102 O Students denied 10 12 Q Savings Realized $720,004 $727,966 Cost Avoidance: #Clients/$ #Clients/$ Medi-Cal (includes CalWorks) 258/$1,034,777 197/$1,007,785 General Assistance (GA) 8/$48,648 0/$0 New Recurring Payments and Lump Sum 875/$5,198,098 806/$4,866,893 190