HomeMy WebLinkAboutMINUTES - 01062009 - C.61 TO: BOARD OF SUPERVISORS .;'" •,• Contra
FROM: INTERNAL OPERATIONS COMMITTEE o _ Costa
DATE: DECEMBER 22 2008 County
srA_coSK't't J
SUBJECT: EFFORTS TO IMPROVE COORDINATION AMONG THE
COUNTY'S MUNICIPAL SERVICES DEPARTMENTS
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. ACCEPT report prepared by the County Administrator regarding efforts to improve coordination
among the County's municipal services departments: Public Works and Conservation&Development
(including Building Inspection).
2. DIRECT the County Administrator to return to the Committee in March 2009 with another status
report.
BACKGROUND:
On August 2, 2006,the Board of Supervisors directed the County Administrator's Office (CAO)to
coordinate with the municipal services departments to improve services to the public and look for ways to
streamline processes between the departments. For the last two years,the CAO has met regularly with staff
from the Public Works and Conservation and Development departments to assess how the two departments
coordinate and look for more opportunities to work together to provide more effective and efficient
services.
CONTINUED ON ATTACHMENT: YES SIGNATUR
— �
ECOMMENDATION OF COUNTY ADMINISTRATOR _RE/ COMMS A ION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S): SUSAN A.BONILLA,CTE CHAIR AY KEMA
ACTION OF BOARD ON APPROVE AS RECOMMENDED O ER
VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE
AND CORRECT COPY OF AN ACTION TAKEN
UNANIMOUS(ABSENT Oy! ) AND ENTERED ON THE MINUTES OF THE
BOARD OF SUPERVISORS ON THE DATE
AYES: NOES: SHOWN.
ABSENT: ABSTAIN:
ATTESTED: JANUARY 6,2009
CONTACT: JULIE ENEA(925)335-1077 DAVID J.TWA,CLERK OF THE BOARD OF
SUPERVISORS AND COUNTY ADMINISTRATOR
CC: INTERNAL OPERATIONS COMMITTEE STAFF
COUNTY ADMINISTRATOR
PUBLIC WORKS DIRECTOR
CONSERVATION&DEVELOPMENT DIRECTOR
BY EPUTY
Efforts to Improve Coordination Among Municipal Services Departments December 22,2008
Page 2
Status reports were presented to the Internal Operations Committee (IOC) in December 2006,July 2007,
and November 2007, which outlined recommended areas for improvement and a timeline for
implementing recommendations. At the November 26,2007 status report, staff was directed to return with
a status report in nine months.
The CAO has continued to meet with the two departments to implement the recommendations approved by
the IOC, which fall into three broad areas:
1. Responding to public inquiries and information requests
2. Improving public outreach and access to services
3. Increasing interdepartmental coordination
In each of the areas listed above, staff formed small interdepartmental teams to set specific goals and
implement action items. Staff from all levels of the two departments is involved in identifying areas for
improvement and implementing changes.
Several major accomplishments since the November 2007 status report include:
o New county website developed and staff trained. The new website went"live" on July 25, 2008.
o Since the implementation of a virtual call center which included staff training between the two
departments to reduce the amount of call routing and provide quicker resolution of callers'
questions and concerns, a new answer book(Interdepartmental Communications Guide)was
completed and Customer Service Standards were developed and distributed to staff.
o Completed the first edition of"The Link,"a newsletter for the municipal advisory committees
which includes information on programs and services, and lists staff contacts by geographic
areas.
o Expanded appointment-based services to include a new location in Crockett, with an additional
location in Lafayette scheduled to come on-line with 60 days.
The teams will continue to meet as needed. Attached is a comprehensive list of actions completed and on-
going activities in each of the three areas of focus. As all of these efforts are still a work in progress, we
recommend that the CAO return to our committee with another status report in March 2009.
RESPONDING TO PUBLIC INQUIRIES AND INFORMATION REQUESTS
Constituents often do not know which department to call when they have a specific question or concern. The
organization of information on websites and in phone books could be improved to assist the public in finding answers
to their questions.
GOALS ACTIONS COMPLETED ACTIONS TO DO/TIME
FRAME FOR
COMPLETION
1. Review/revise phone books and • Reviewed list of FAQ's from the 3 departments to
other public information determine the services requested most frequently,
materials to ensure the contact and the new County directory includes the change
information is listed by the • Reviewed AT&T phone books,reached
services constituents are looking agreement on what services to list in a user
for. The Public Works friendly format, and sent to AT&T and the
Department's"Answer Book"is Yellow Pages—changes are now shown in
a good model for this phone books
information.
2. Review/revise the County and • Reviewed content/features of various city and • Continue to improve the
Department websites to ensure county websites new website as we
information is listed by the • Obtained funds for new website working with receive feedback and
services constituents are looking DOIT and CAO, drafted an RFP, and reviewed suggestions
for and to improve content, proposals
style,and provide links to • Interviewed potential website consultants,made
access additional information. selection,and contract approved on 11/27/07
• Website consultant developed new County
website and conducted training
• New County website went live on 7/25/08
3. Establish a`virtual"call center • Researched what types of upgrades may be In response to feedback
for the public to ensure they get available to enhance our phone system and from the first series of
the appropriate staff member in determined that supervised transfers would be trainings, scheduled
the event that they initially the best way to ensure the caller is directed to more training for staff
contacted a different the appropriate person in specific areas
department. This virtual call . Developed FAQ's for each department, (current planning, flood
center would involve the including calls that come in where the control,building
following: receptionist doesn't know exactly where the call inspection, etc.)to share
a.Develop standards and should be routed to, completed one Answer information on what
reference materials for how Book(Interdepartmental Communications they do and their
calls are handled among the Guide)for the two departments interactions with
three departments. . Developed Customer Service Standards for how frontline staff and other
b.Provide joint training among calls are handled departments.
the three departments to • Met with the BOS Chiefs of Staffs' to obtain
receptionists and other input on virtual call center team's objectives and
department staff to reduce the will invite them to future meetings/trainings
amount of call routing and • Developed a training plan for joint training,
revolve constituent's conducted training among the two departments
questions and concerns receptionists and other key staff
quicker. • Presented the training to Public Works
c.Designate staff in each management staff(presentation scheduled at the
department to handle calls Department of Conservation and Development
that staff do not k now where in September)
to direct.
IMPROVING PUBLIC OUTREACH AND ACCESS TO SERVICES
In a large and diverse County such as Contra Costa,municipal services departments face a challenge in making
services accessible to the public. While access has been improved in recent years through the use of new technologies
such as the internet,there continues to be a need to expand access and outreach to the public.
GOALS ACTIONS COMPLETED ACTIONS TO DO/TIME
FRAME FOR
COMPLETION
1. Complement the services . Conducted a survey which found that 30 to 40 • Develop additional
currently provided at the percent of those that came to the department outreach/advertising
Application and Permit Center offices for general land use information had a components(continuing
(APC) in Martinez with driving time in excess of 20 minutes throughout program)
appointment-based services • First location opened in Brentwood in January • Continue Phase II of the
offered at regional locations 2007 program in 2008 with
throughout the County. • Services expanded to the West County area possible locations in
Municipal Services with appointments offered at the El Sobrante Bethel Island,
Departments started a pilot Library and District 1 office Rodeo/Crockett, and
plan in January to offer Secured a meeting location in Alamo and Lafayette
appointments to residents in advertised services
different areas of the County
so they can receive plan check
and planning assistance closer
to their business or residence.
2. Provide the public with a lead • Finalized the list of communities with the • Add geographic contacts
contact for their geographic assistance of the District Supervisor's staff to agenda/minutes
area. Departments will • Assigned staff members as contacts for the distribution lists for
determine staff leads for identified communities earlier identification of
specific areas,and ensure the • Prepared a joint newsletter"The Link" issued issues
public can access the contact by the two departments modeled after Public • Advertise geographical
information to the staff Works newsletter contacts directly to the
person. MACs
3. Develop a joint community • Update department
outreach system where brochures as applicable to
representatives from Public incorporate geographical
Works,Building Inspection, lead information
and Community Development
can be available to attend
community meetings and
other media forums to inform
the public on County services.
INCREASING INTERDEPARTMENTAL COORDINATION
In service areas that involve multiple departments,coordination is needed so that departments can establish an
efficient and effective approach to providing service.This also promotes clear and consistent communication to the
public among the departments involved.
GOALS ACTIONS COMPLETED ACTIONS TO DO/TIME
FRAME FOR
COMPLETION
1.Establish notification protocol Development of a computer • As a project goes through the
when a project begins the report of fees collected to ensure hearing process,both the
Condition of Approval applicants have coordination planner and engineer will
Compliance phase. with other departments determine if it needs to be
flagged to ensure early
notification of Public Works in
the process
2.Improve coordination for road • Discussion regarding how to • Develop protocol on roles and
construction/grading between better coordinate with the responsibilities for road grading
Public Works and the Building applicant before construction between PW and BI
Inspection Division. begins
3.Develop criteria to identify • Discussed with line supervisors • Refine the protocols for the
"code orange"projects like and reached agreement that they "code orange"process
Delta Coves or King Drive. would be the initial points of
contact for the two departments
and would reach out to senior
management and others affected
as"code orange"projects are
identified
4. Develop review protocol for • Continue to monitor and track • Coordinate procedures and
newly adopted drainage plan the cumulative run-off of new guidelines for staff and
ordinance. impervious surfaces created with applicants with a handout on
required building permits drainage plan requirements
(10/1/08)
5.Determine review procedures for • Worked with the Recorder's • Examine the scope of records
building permit requests on Office to reach agreement to once they are available on-line
restricted development areas make documents available to the to determine if they will be
such as creek structure setbacks, Department of DCD both on-line helpful in responding to
scenic easements and grant and on CD's inquiries
deeds and development rights.
6.Improve coordination on CEQA • Developed procedures for staff • Review guidelines for
review of transportation impacts to improve coordination between applicants and consultants to
from development projects. departments and improve the follow in submitting
quality of advice to the project information on a project's
planner;developed interim transportation impacts
procedures for staff to
coordinate comments on
development projects from
outside agencies
7. Determine process to automate • Developed ideas to streamline Include Drainage Area Fees and
calculation of Public Works the calculation of Drainage Area Traffic Fees in the Building
development impact fees using Fees and sought input from Permit Fee calculator in the new
GIS for building permits. County Counsel Acella program to provide
applicants with the most
conservative estimates for
drainage and traffic fees
0
8. Identify roles and • The Regional Water Quality • Changes to code enforcement
responsibilities of code Control Board held a hearing on activities are on hold until the
enforcement for drainage 3/11/08 on their proposed fall when the Municipal
complaints between Building Municipal Regional Permit Regional Permit is expected to
Inspection and Public Works. which will have far reaching be adopted
effects on code enforcement
activities
Umprove process of placing holds . Development of alternatives to • Improve coordination to
on building permits. . ensure the enforcement of eliminate potential situations
building permit holds placed by where one department(PW)has
various County departments conditions of approval but may
not be aware of a building
permit application