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HomeMy WebLinkAboutMINUTES - 03021993 - 2.1 2 , a TO: BOARD OF SUPERVISORS ;;� Contra FROM: Phil Batchelor o' _ =' o' Costa County Administrator County �DSTA COUK DATE: March 2, 1993 SUBJECT: Report on Departmental Accomplishments and Performance SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATION(S): ACCEPT the report of Departmental Accomplishments and Performance. BACKGROUND/REASON(S) FOR RECOMMENDATION(S): On January 28, 1993, the Board of Supervisors directed preparation of a report on County productivity. Attached please find the Report of Departmental Accomplishments and Performance for FY 1991-92. The report presents qualitative and quantitative information on the efficiency and effectiveness of County government. You will read that departmental performance, over time, indicates increasingly high productivity. Compared to other counties, Contra Costa County ranks high in cost-effective operations. Noteworthy is the fact that the recession and realignment enacted that year reduced resources available to the County to fulfill its responsibilities. CONTINUED ON ATTACHMENT: )'o YES SIGNATURE: a _RECOMMENDATION OF COUNTY ADMINISTRATOR_RECOMMENDATION OF BOARD CO EE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON March 2, 1993 APPROVED AS RECOMMENDED X_OTHER g ACCEPTED the report and REQUESTED the County Administrator to prepare a one-page summary for distribution to the public. VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A _X_UNANIMOUS(ABSENT - - ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ABSENT: ABSTAIN: ON MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Contact: Sara Hoffman,646-1390 ATTESTEDMarch 2, 1993 PHIL BATCHELOR,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR cc: CAO County Departments (�R Employee Organizations BY 64, 994.06 DEPUTY 'r Looking beyond the information in the report, the departments' accomplishments really indicate the dedication of your employees to providing the best possible services and programs for the citizens of Contra Costa County. Your employees face the daily challenge of doing more with less. They are creative, hardworking people of whom the Board of Supervisors can truly be proud. This fiscal year and next the challenge of achieving excellence is greater than ever before. Once again we are faced with draconian cuts in state funding with no promises of mandate relief. Hopefully, you and others will be able to use this report as evidence to the state legislature that counties are highly productive, cost—efficient units of governments and that further cuts will devastate services to the people of California. I Repo rt of- DEPARTMENTAL . f•DE;PART ME VTAL { ACCOMPLISHMENT s ., and. . . : . PERFORMANCE ,, . .. . C;'E 1 ' �, _- _�..,- �����-�.�:1j'.:� 1•%//�'-''tom -��n .'�� �� County of Contra- Costa 1991 92 i • i • • i ' OVERVIEW Contra Costa County provides a multitude of services to the citizens of Contra • Costa. How well does it accomplish its responsibilities? This report presents qualitative and quantitative assessments of the efficiency and effectiveness of County government by department for FY 91-92. Department performance judged overtime indicates increasingly high productivity. Comparisons with other counties show that Contra Costa ranks high in cost—effective operations. Contra Costa County Performance Indicators • Compared to Other Counties so°io � ��777777 50 ff 40% i 0 3 0/o 1 `I o I — :::.::.. .::. .::...::::...... . ....a . . ... ............................. T­ 10% «: o< "> 9°I i....... :.::::::::::... ............................ First Top 25% 26-33% 34-50% • The FY 91-92 accomplishments of Contra Costa's Departments were achieved during a period of significant changes in County revenues and responsibility. "Realignment" legislation shifted responsibility for many health, social service and juvenile justice programs from the State to the County and then tied funding to dedicated revenue sources. A stubborn recession caused revenues from all sources, including realignment revenues, to lag behind projections with consequent budget reductions for many departments. In the light of the challenging events of • this fiscal year, the departmental achievements presented here are even more impressive. • The report reviews 1) accomplishments, which are qualitative measures of • productivity,and 2) performance indicators (or comparisons),which are quantitative measures of productivity. Presenting both qualitative and quantitative information provides a balanced assessment of department performance. The performance information can be divided into two groups. One group of indicators compares department performance with departments in similar counties. • The other group of indicators compares department performance over time, to gauge trends. Improvements such as a greater number of work units per staff member, or less time taken to complete tasks, are reflected in these indicators. • • • • • TABLE OF CONTENTS • DEPARTMENT OF AGRICULTURE . . . . . . . . . . . . . . . . . . . . . . . . . 1 ANIMAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 ASSESSOR'S OFFICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 AUDITOR-CONTROLLER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 • COMMUNITY DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 COMMUNITY SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 COOPERATIVE EXTENSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 COUNTY ADMINISTRATOR(CAO) DATA PROCESSING DIVISION . . . . . . . . . . . . . . . . . . . . . . . . 8 • OFFICE OF REVENUE COLLECTION . . . . . . . . . . . . . . . . . . . 9 RISK MANAGEMENT DIVISION . . . . . . . . . . . . . . . . . . . . . . 10 COUNTY CLERK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 COUNTY COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 DISTRICT ATTORNEY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 • GENERAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 HEALTH SERVICES DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . 16 LIBRARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 MUNICIPAL COURT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 PERSONNEL DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 • PROBATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 PUBLIC DEFENDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 SHERIFF'S DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 SOCIAL SERVICE DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . 27 • SUPERIOR COURT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 TREASURER-TAX COLLECTOR . . . . . . . . . . . . . . . . . . . . . . . . . . 29 VETERANS SERVICE OFFICE 30 BACKGROUND TABLES AND CHARTS . . . . . . . . . . . . . . . . . . . . . . 31 • • • • DEPARTMENT OF AGRICULTURE John H. deFremery (646-5250) Agricultural Commissioner/Director of Weights and Measures • Maior Accomplishments Continued efforts to computerize and manage data retrieval. Computerized monthly and annual reports required by the state and staff time sheets. • Increased the number of devices inspected by 50%, and the number of establishments visited by 18%, in the Device Inspection Program. The Quality Control Inspectors, in coordination with state personnel, were instrumental in causing major grocery chains to implement a much—needed training • program in the packaging and labeling of deli and bakery products. Conducted 3.5% of the total Gypsy Moth inspections in the state and accounted for 9.9% of the shipments found infested. • Performance Data Average staff time to conduct a pest inspection of a plant shipment ranked second lowest of four Bay Area counties. • Inspected the most establishments and packages of the four counties in the Quantity Control Program. Performed the most pesticide inspections of the four Bay Area counties. • r 1 ANIMAL SERVICES • Diane Iwasa, Director (646-2935) Major Accomplishments Increased assistance provided to local police agencies and the Drug Enforcement • Administration in controlling vicious dogs at the scene of "drug raids". Provided animal safety and humane education presentations to public service groups and to 140 schools, involving over 4,000 children. Made permanent a pilot volunteer program to groom stray dogs. The grooming • enhances the appearance of the dogs, which has increased the number of dogs adopted from the County animal shelters. Performance Data • Ranked highest among seven Bay Area counties in the number of calls handled per officer. Number of dog bites reported dropped by 9.4% compared with last year. • r r 2 • • ASSESSOR'S OFFICE John Biasotti, Assessor (313-6426) • Major Accomplishments Developed an upward Performance Evaluation system for staff members to evaluate their supervisors. The system will improve communication between supervisors and staff and aid in the development of management skills. ! Installed a computer system which allows on—line access to DMV files in Sacramento to verify boat ownership and location. Developed a system for sending Homeowner claim cards on a cyclical basis. This evens out the workload and reduces the current March to June peak, thus allowing better service to the public and a reduction in peak period staff requirement. • Cooperated with the County Lobbyist and the California Assessor's Association to sponsor legislation requiring building permit applicants to submit a set of plans to the County Assessor. The legislation was passed and became effective January 1, 1992. The submission of the plans more efficiently uses the department's computerized floor plan drawing system and reduces staff costs (allowing clerical • rather than appraisal staff to draw the floor plans). Completed a comprehensive Injury and Illness Prevention Plan for the office, including the creation of a Safety Committee which reviews all accident reports and conducts safety inspections of our facilities. • Reorganized the Residential Division from six crews to five crews. Performance Data The number of property tax roll units processed per employee ranked second • highest among nine counties. The cost to process a property tax roll unit was fourth lowest among nine counties. • 3 AUDITOR-CONTROLLER • Kenneth J. Corcoran, Auditor/Controller (646-2181) Maior Accomplishments • Received the Government Finance Officers of America's "Certificate of Achievement for Excellence in Financial Reporting". Only 9% of counties nationwide qualified under the GFOA's rigid requirements. Implemented direct invoicing procedures for all County departments in order to expedite payments to vendors. Created the class of EDP Auditor. This position conducts audits of automated data processing systems and operations. Prepared the County's Comprehensive Annual Financial report, which received an 0 unqualified opinion from the County's independent certified public accountants. Performance Data The Accounts Payable/Contracts Division increased the number of activities performed by more than 5% with no increase in staff. 0 • 41 4 • • COMMUNITY DEVELOPMENT Harvey E. Bragdon, Director (646-2026) Maior Accomplishments • Received CSAC Challenge Award for the 1991-92 Contra Costa County General Plan. Completed the structuring of the County's first Mello-Roos Community Facilities District, and consummated the sale of bonds to finance the infrastructure. • Increased the number of County cars in use for employee carpools from three to seven and instituted automatic payroll deduction for payment of carpool fees in the County Employee Carpool Program. Completed the sale of Redevelopment Agency Tax Allocation Bonds, generating • approximately $25 million for community projects. Developed, adopted and implemented the Countywide Adopt-a-Road/Park and Litter Abatement Programs. Implemented the Countywide, Toll-free Recycling Hotline. • Established the Contra Costa Resource Development Corporation, a nonprofit, economic development corporation designed to be an entrepreneurial arm of the County in facilitating economic development and job generation. • Oversaw the opening of Keller Canyon Landfill. Performance Data Number of permits and applications processed decreased from fiscal year 1990- 91. • • 5 r • COMMUNITY SERVICES • Joan Sparks, Director (646-5545) Major Accomplishments Received the California/Nevada Community Action Agencies' Public Private • Partnership Venture Award for the State Preschool Service Program. In collaboration with other county departments,developed an Instructor's Handbook to improve the quality of educational programs. This handbook is being purchased by other child care providers throughout the Bay Area. Applied for and received, with the assistance of representatives from three community colleges and the Child Care Council, an annual grant of $750,000 from the Community College District. This new program serves 332 low—income children. • In cooperation with the County Housing Authority, identified funds to build the North Richmond Child Development Center to house a Head Start class and the Living Free program. Initiated a quarterly newsletter, "Links in Community Service" (LINCS) to increase communication to staff, contract agencies, other departments, the Board of • Supervisors and the community. Performance Data Increased by 6% the number of children being served by Head Start, from 820 to 872. • • • 6 r • • COOPERATIVE EXTENSION Susan G. Laughlin, Director (646-6540) Major Accomplishments • Provided education services to over 30,000 Contra Costa residents. Primary audiences include farmers, backyard gardeners, youth (ages 6-19), low-income families, senior citizens, pregnant teens, and new immigrants. Classes or workshops delivered by Cooperative Extension staff included the following topics: • • Volunteer leader training • Nutrition education • Backyard gardening • Preserving hardwood range • Leadership skills • Financial management • Consumer fraud • Reading success • • Science education for children • Cross cultural education for children • Beef production update • Drought resistant planting • Crop production updates • Stretching your dollars • Organic farming techniques • Health and safety for agricultural workers Helped produce 13 educational video tapes over the past year with the help of Contra Costa Television funds. The video tapes are shown in DSS waiting rooms and on local public access TV stations. The TV stations estimate that 180,000 • residents view such educational offerings. • • 7 • • COUNTY ADMINISTRATOR DATA PROCESSING DIVISION Marinelle Thompson, Director (313-1200) Major Accomplishments Redesigned the printed reports of a half-dozen major County systems to fit 8 1/2 X 11 cut sheet paper instead of continuous forms. The cut sheet paper is much less expensive, easier to read and less bulky to store than the continuous forms. Reduced the total number of pages by printing on both sides of the paper and • printing multiple pages on each side, when possible. Developed an online Juvenile Management Information System for the Probation Department to replace the previous batch system. The new system interfaces with the District Attorney's Automated Petition-Writing System, records the finding and court-ordered conditions and produces the necessary documents without manual • typing of the information. Developed the Parking Amnesty process for the Municipal Court Administration. Without automated support, an amnesty program would be virtually impossible to administer. • Installed a Purchasing/Accounts Payable online system in the Auditor's office and in the Purchasing Division of General Services. The system will allow other departments to inquire directly on the status of requisitions, purchase orders and invoices rather than phoning staff at the Auditor's office and at the Purchasing Division. • Developed several PC-based systems for the Public Works Department, including a rainfall collection system which produces statistical reports and an employee tracking system which tracks employees from initial hire through all position changes and termination. Performance Data As of April 30, 1992, completed 13 percent more batches than were completed during fiscal year 1990-91, with no increase in staff. Only two percent of these batches required re-runs, while three percent required re-runs the previous year. • 8 • • CAO OFFICE OF REVENUE COLLECTION Nancy Bishoff, Director (646-6140) • Maior Accomplishments Assumed the billing and collection of Juvenile Hall charges. • Implemented a "data mailer" billing statement which incorporates the notice and envelope into one document. This saves expenses for envelopes, postage and central services inserting costs. Participated in the Federal Intercept Program for food stamp over—issuances, which allows federal tax refunds to offset food stamp over—issuances owed to • counties. Performance Data Increased dollars collected by 77%, from $5.4 million in 1989-90 to $7.0 million in • 1990-91. Increased cost effectiveness of collections from $6.35 per dollar spent in 1989-90 to $7.68 in 1990-91. • • • 9 0 • CAO • RISK MANAGEMENT DIVISION Joe Tonda, Risk Manager (646-2014) Major Accomplishments • Developed Video Display Terminal Health and Safety Program for most departments and trained 1,003 employees. Implemented a public liability allocation system for revenue generating departments • and received $646,564 from those departments for liability losses incurred during 1990-91. Reduced annual workers' compensation claims handling costs by $500,000. Reduced annual liability claims adjusting costs by $150,000. • Received results of the audit by the State Office of Benefits Assistance and Enforcement indicating that the workers' compensation unit did an excellent job implementing state required program changes, thus avoiding the large fines incurred by other programs. • Performance Data General liability claims decreased by 41%, from 261 in 1990 to 153 in 1991. Medical claims decreased by 50%, from 22 in 1990 to 11 in 1991. • • • 10 • • A comparison of the County's workers' compensation claims to the average of nine other counties reveals that: • Contra Costa County 9-County Average Average Cost Per Claim $3,550 $4,379 SHERIFF'S DEPT: • Avg. Total Claims per 301 515.5 1000 employees Average cost per claim $3,356 $3,870 FIRE DISTRICTS: • Avg. Total Claims per 248 313 1000 employees Average cost per claim $1,314 $5,583 Total program costs per $325,000 $1,600,000 • 1000 employees • • • 11 • • COUNTY CLERK • Stephen L. Weir, County Clerk—Recorder (646-2955) Major Accomplishments Reduced the temporary labor force necessary to conduct a major election despite • workload increases, by using the Signature Verification System. Collected more revenue in the Election Division because of the recently completed Time Charge Study. Developed and implemented a system for collecting and distributing City Transfer • Tax. The County benefits by receiving 100% of the county transfer tax collected in these cities, instead of the 50/50 split for other cities. An employee of the Recorder's Office was a finalist for the Award of Excellence — Most Enthusiastic Employee for 1991. • An employee of the Clerk's Office was a finalist for the Award of Excellence — Excellent Management Employee of the Year. Performance Data • The number of recorded births, deaths and marriages increased 4.6% in 1991. Received the most filings per judgeship compared to nine other counties. The number of filings per judgeship increased 8.9% in fiscal year 1990-91. • • • 12 • • • COUNTY COUNSEL Victor J. Westman, County Counsel (646-2051) • Major Accomplishments Devoted approximately 2,000 more hours to litigation than in fiscal year 1990-91 without any proportionate general fund increase or additional staff. This increase in civil litigation is due to more frequent occurrence of land use litigation, general assistance lawsuits and legal resistance by disciplined or terminated County employees. Performance Data The number of calls to the Small Claims Advisory Service has increased by 15% • over fiscal year 1990-91. The number of hours spent providing legal services to the Department of Social Service has increased by 9% over the previous fiscal year. • • • • 13 • • DISTRICT ATTORNEY Gary T. Yancey, District Attorney (646-4500) Major Accomplishments Joined Bay Area District Attorneys in forming Hate-Violence Committee. Senior • Deputy District Attorney Jack Waddell appointed Chairman. Established District Attorney Gang Violence Suppression Program. Grant application for funding is currently pending. Established Insurance Fraud Prosecution Program - funded through State Insurance Commissioner. Drafted and/or participated in drafting all of the major family support legislation enacted by the Legislature this term. Substantial completion of Related Case Report System. This system will enhance • efficiency in District Attorney and court operations. Supported joint law enforcement operations in North Richmond, Richmond and West Pittsburg without adding staff or other resources. • Performance Data Highest jury trial ratio per attorney of six Bay Area counties, which was greater than double the average of the other Bay Area counties. Highest ratio of family support collections per county resident among the six Bay • Area counties. Second highest total of drug asset forfeiture collections among the six Bay Area counties. • 14 • GENERAL SERVICES Barton J. Gilbert, Director (313-7100) Major Accomplishments Architectural Services • Completed the onsite remodeling of the emergency room at Merrithew Hospital in two weeks. Grounds Division Expanded the County recycling program to include colored bond and carbonless • paper. Purchasing Developed contracts which saved the County an approximate total of $3,070,247. 0 Central Service Began using soy-based inks, which are less polluting, for printing. Fleet Services • Opened a new 24-hour automated fueling station in Martinez which will save the County 20 to 24 cents per gallon compared to commercial service stations. Purchased a self-contained parts washer which uses biodegradable soap and water, which is better for the environment, instead of petroleum-based solvent. It • also saves the County $3,000 in solvent costs. Expanded the number of alternative fuel vehicles by adding 1 CNG vehicle and four methanol and fuel flexible vehicles. Performance Data • Maintains the highest number of vehicles per mechanic and service worker compared to three other counties. Ranks third lowest out of nine counties in the ratio of management to workers in custodial services. • 15 • • HEALTH SERVICES DEPARTMENT • Mark Finucane, Director (370-5001) Maior Accomplishments Hospitals and Clinics • Established an additional joint venture with Planned Parenthood in West County to provide physician coverage to their comprehensive perinatal services program and perform deliveries for their patients, either at Merrithew or Brookside Hospital. • Delivered over 150 babies as a result of a joint venture established with the West Contra Costa Hospital District last year. This program allows women who are seen in the prenatal Healthy Start program at the Richmond Health Center the option of delivery at either Brookside or Merrithew Memorial Hospital. Increased the Family Practice Residency Training Program from 24 to 27 residents. • Contra Costa Health Plan Has grown to 21,000 members, a 156% increase since 1985. Premium revenue in 1991 was $18.3 million, 143% higher than five years ago. • Commercial enrollment now exceeds Basic Adult Care enrollment by more than 32%. Developed the "On Your Own" program for single adults aged 19-24 to provide affordable health coverage to these County residents who are often uninsured. Public Health Worked with the City/County Relations Committee and the County Board of Supervisors to develop a Model Smoking Ordinance to update the existing county • ordinance. Key provisions include a 100% ban on smoking in the workplace, a 100% ban on smoking in restaurants, and the elimination of cigarette vending machines. Eight cities and the county have passed key provisions of the Model Ordinance and it is being considered by other cities throughout Contra Costa County. • 16 • With the Childhood Injury Prevention Coalition, issued the Status Report on Childhood Injury, a 70-page analysis of the major causes of injury to children in Contra Costa County. This report provides baseline data to plan and measure future efforts to reduce childhood injury. Organized a Public Health Clinic Services section to provide community-oriented preventive clinical services, including tuberculosis, sexually transmitted diseases, family planning, well-child screening, occupational health, teen-age clinics and health care for the homeless. Public Health Nursing was chosen by the UC School of Nursing as a site to • implement their Nursing Effectiveness in Preventive Child Health Program, a national research grant from the Agency for Health Care Policy and Research. Implemented a Preventive Health Services for Children Treatment Program funded through the AB 75 Tobacco Tax which has provided 1,302 dental and medical appointments for children who otherwise would not have received care. • Developed a coordinated program with the East Bay Perinatal Council to serve some 400 pregnant and parenting women through outreach, drug treatment and counseling, and early prenatal care. These "Healthy Tomorrows" and "Prenatal Care Guidance" programs are designed to improve pregnancy outcome, promote infant health, and to reduce infant mortality, particularly among African-Americans • in the Richmond area. Drug Abuse Program Implemented the "Options for Recovery" program, which is a model demonstration • effort to break the intergenerational cycle of alcohol and drug abuse by providing intensive treatment, case management and specialized foster care services (when necessary) to pregnant and parenting women. The Contra Costa Health Services Department was one of only two chosen to implement the program by the California Department of Alcohol and Drug Programs. The program is an unprecedented collaboration among county departments and community agencies and is funded • by the state for three years for a total of $4.5 million. Merged with the Alcohol Service Program to form a new Substance Abuse Division. Combined two county drug abuse residential programs into one residential program resulting in significant savings in administration and operating costs. • 17 • • Redesigned the residential treatment program model from a "therapeutic community" model to a "social" model, thus doubling the number of clients served by reducing the length of stay. • Implemented the Office of Substance Abuse Prevention "Partnership for a Drug- Free Contra Costa" by entering into contractual agreements with five community- based providers in each of the five supervisorial districts. The contract goals are to reduce substance abuse through the continuing assessment, development and implementation of the Contra Costa County Drug and Alcohol Action Plan. Implemented the Office for Treatment Improvement Critical Populations grant program by developing substance abuse treatment programs in public housing developments in Pittsburg and North Richmond. Provided outpatient and residential substance abuse services to newly released parolees from state prisons, using California Department of Corrections funds. Developed an AIDS information and referral network and integrated AIDS awareness training into all drug abuse prevention and treatment services. Alcohol Program • Became one of the first programs in the state to integrate tobacco cessation services with alcohol and drug treatment programs. Implemented the Alcohol Prevention "Friday Night Live" Program at all junior high schools in the County. Computerized outpatient billing services. Emergency Medical Services Completed implementation of the expanded paramedic ambulance coverage in • accordance with Measure H by adding six staffed paramedic units to respond to 911 calls. Paramedic ambulance coverage for medical emergencies was over 99% as of January 1992. This compares with about 85% prior to implementation of Measure H enhancements. • Implemented the first responder defibrillation program in all fire service agencies county-wide through the purchase of automatic defibrillators for all fire response vehicles and the training of all fire fighters in defibrillation. Expanded the two-channel medical radio system to four channels, significantly enhancing ambulance-to-hospital communications. • 18 • Implemented a unique pilot first responder paramedic program to speed delivery of paramedic services in the rural southeastern area of the county. Timely ambulance response (within 10 minutes for urban areas, 20 minutes for designated rural areas) is up from 88% in 1989 to 96% for January 1992. Hazardous Materials Initiated the Community Alert Network, in conjunction with the Office of Emergency Services, to warn citizens in the event of a hazardous materials release. Successfully implemented Phase I of the integrated hazardous materials data management project, which will provide full tracking of all hazardous materials county—wide. • • • • • • 19 r • • LIBRARY Anne Marie Gold, Librarian (646-6423) Wor Accomplishments • Established twenty-six member Library Commission and made appointments. The commission actively participated in the creation of a master plan for county library services and issued a quarterly newsletter to appointing bodies. Initiated the creation of a master plan for library operations, services, facilities, • collections and funding. The level of community involvement with development of the plan was tremendous: over 62 focus groups were held throughout the county, 150 key informant interviews were conducted, and 10,700 surveys were received. Completed a major reorganization of library management, including mid-level management, top-level management and administrative support personnel. Assisted the City of Clayton in the preparation of a successful grant application for $2.9 million in state bond funds to build a library in Clayton. The contract between the County and the City of Clayton requires, for the first time, that the City share the cost of providing the basic level of library service. • Negotiated a contract with the City of San Ramon which provides for an additional 16 hours per week of library services, paid for by the City of San Ramon. Performance Data • Out of 23 comparable libraries, the Contra Costa County Library had the ninth lowest cost per item borrowed and the second highest circulation per full-time equivalent employee. In comparison with these 23 libraries, the Contra Costa County Library had the tenth lowest expenditure per capita and was the fifth highest in population served • per full-time equivalent employee. • 20 r MUNICIPAL COURT Kiri S. Torre, Municipal Court Administrator (646-6007) Major Accomplishments Expanded the acceptance of automated citations to include moving violations as well as parking offenses. • Completed the remodelling of Judges'chambers and central law library at the Delta Court, which has resulted in enhanced security and more efficient use of space. Developed a new traffic courtesy notice which provides specific information regarding a defendants eligibility to participate in Traffic School, provide credit card • payment, etc. Implemented a state—mandated Moving Traffic Amnesty Program, reducing delinquent infraction violations to $100 and misdemeanor violations to $500. Performance Data • The civil case disposition ratios exceed the statewide average in all four courts. • • • 21 r PERSONNEL DEPARTMENT Harry Cisterman, Director (646-4064) Maior Accomplishments Completed the Pay Equity Study. During the two-year study, the Pay Equity staff oriented 3,326 employees to the project in 257 training sessions; reviewed 3,523 Pay Equity Questionnaires prepared by County employees in 576 job classifications and • levels in deep classes; conducted 1,136 interviews; and made 576 presentations to the Pay Equity Committee. Developed the "Sexual Harassment In The Workplace" training program and provided the training to 600 non—supervisory employees in 25 sessions. Nine hundred additional employees are projected to receive the training during the second half of 1992. • Developed and conducted the "Mid—Career Financial Planning"program for County and City employees who are vested in the County retirement system. The program is designed to provide employees with tools to assess and improve their financial health in preparation for retirement. • Expanded fee—for—service consulting and customized training activities to cities and other Counties. During 1991, 18 consulting events were contracted to cities for a revenue balance of nearly $5,000. Expanded fee-for-service consulting services to County departments and cities. During 1991, four new services were added to the Training Institute services: Executive/Manager Coaching and Leadership Transition, Developing Job Performance Appraisal/Review, Writing Reports and Proposals, and Streamlining Work Processes. Participated actively in the County Video Display Terminal (VDT) Task Force which distributed voluntary VDT Guidelines to Contra Costa County employers, conducted an education seminar and trade show which was attended by more than 150 employers and employees from throughout the Bay Area, and began to implement a VDT resource collection at the main library in Pleasant Hill. Performance Data Overall examination activities increased by almost 5% over 1990. Classification recommendations decreased by 3% from 1990. The average monthly number of employees enrolled in training decreased by 12%from 1990. 22 r • • PROBATION Gerald S. Buck, Director (313-4180) Maior Accomplishments Completed a major reorganization of management due to ten employees taking advantage of early retirement. Most of the positions occupied by the ten employees were eliminated. Increased claims for federal Title IV—E funds to $600,000 per year. • Received reinstated state compensation for Probate/Conservatorship under SB 90, offsetting $300,000 per year in County costs. Contra Costa County is the only county with a population of over 300,000 which was granted this reimbursement. Moved Central County and Administration to new offices at 50 Douglas Drive. • Implemented a population control system, which includes the use of an automated detention criteria scale for Juvenile Hall, resulting in a lowered census through 1991. Assisted over 1,000 victims of violent crimes in obtaining a total of $552,000 in restitution from the State. Performance Data The Adult Probation supervision caseload has increased 16% in five years with no increase in staff. Juveniles on probation have increased 11% since 1987 with no increase in staff. Juveniles detained in Juvenile Hall have increased 17% in five years. • M 23 • PUBLIC DEFENDER Charles H. James, Public Defender (646-2481) Major Accomplishments Created the Alternate Defender Office to provide representation in juvenile dependency cases instead of referring cases to the Conflicts Panel of the county bar association. Through the first five months of its operation, the office has provided representation in • over 150 juvenile dependency cases which otherwise would have been referred to the Conflicts Panel for assignment to private attorneys. ., Cooperated with the Municipal Court Administrator's Office and the Sheriff's Department in the Video Arraignment Pilot Project. Staff attorneys conduct court appearances with in-custody clients from the Main Detention Facility in Martinez, eliminating the need for those clients to be transferred to, and housed in, the various Municipal Courts for initial court appearances. Performance Data Misdemeanor caseload decreased by an estimated 9.7% from the previous fiscal year, • due to Municipal Court "Fast Track" programs and prosecution charging policies. Felony caseload increased by an estimated 15%, and homicide caseload increased by 25%, from the previous fiscal year. • • • 24 i • • PUBLIC WORKS J. Michael Walford, Director (646-2481) Magor Accomplishments • Implemented a computerized Project Control System and a Project Design Budget in the Design Division, allowing staff to monitor projects more closely, bringing them in on schedule and within budget. Reduced the amount of hazardous waste materials produced by the testing process at the Materials and Testing Laboratory. t Completed planning, design, right—of—way acquisition, and State approval of State Route 4 over Willow Pass, enabling the Department to receive $15 million in State matching funds. • Ground will be broken at the Byron Airport in the summer of 1992, enabling East County to accommodate larger aircraft with longer taxiways. The percentage of design projects actually completed in fiscal year 1990-91 was 81%. Projected completion for fiscal year 1991-92 is 72%. Performance Data More tests were performed in the Materials and Testing Laboratory in 1991 than in 1990. The number of tests performed per staff member was 71% more than the five— year average. • The total value of construction contracts awarded in 1991 exceeded the five—year average by 20%. • • 25 r • SHERIFF'S DEPARTMENT • Richard K. Rainey, Sheriff-Coroner (646-2216) Major Accomplishments Opened the West County Detention Facility without any major problems or • unanticipated delays, despite a budget reduction of over $2 million and the elimination of 21 positions in the department. Initiated "Project Pride" in North Richmond, in collaboration with the Housing Authority, using funds from a federal grant. The project resulted in 123 arrests, 88 hours of D.A.R.E. Programs in North Richmond classrooms, and 792 hours of foot patrol/inspection of County housing units. Interacted with the protestors at the Naval Weapons Station in Concord a total of 127 times. There were 83 train blockades, 31 truck blockades and 13 demonstrations at the station. This resulted in the expenditure of $12,500 in personnel overtime. • Increased our representation in every Affirmative Action category. Approximately two of every five employees hired in 1991 were members of ethnic minorities, and one in two were female. Realized savings of $22,268 in printing costs through the purchase of $6,000 in computer equipment used for desktop publishing in the Administration-Community Services Division. The $6,000 was obtained from the Productivity Investment Fund. Obtained a grant of $228,500 from the state Office of Criminal Justice Planning for the implementation of Drug Abuse Resistance Education at elementary schools in the unincorporated areas of the County. Two officers have been trained and are now working in 15 schools in the unincorporated areas of Contra Costa County. Performance Data The number of incidents handled by the Dispatch staff increased 8.5% over the previous year. The number of deaths investigated by the Coroner's Office in 1991 increased 5.3%over the number investigated in 1990. 26 r • SOCIAL SERVICE DEPARTMENT • Perfecto Villarreal, Director (313-1579) Major Accomplishments Implemented Family Preservation, which serves to strengthen families and reduce out- of-home placements, in West and Central County. • Implemented the inter-agency "Living Free" program for substance abusing mothers and their drug-exposed infants. This day program provides parenting training and substance abuse prevention education. Reduced the processing time for AFDC and Food Stamp applications to comply with the federal- and state-mandated processing time and relieved the federal sanction against Food Stamp administrative costs. Centralized the Emergency Response Screening Unit in order to standardize referrals accepted for investigation and use staff resources more efficiently. • Implemented the Social Services Reporting System in Child Welfare Services. The system provides for foster care vacancy match and puts all child abuse and neglect referrals "on-line". Performance Data • In 1991-92, the Department had the second lowest AFDC payment error rate out of the 13 largest California counties. • • • 27 SUPERIOR COURT Len LeTellier (646-1542) 0 Executive Officer—Jury Commissioner Maior Accomplishments Developing new methods of managing jury services to better meet the needs of the public in fulfilling jury service obligations. Among those innovations are a "state—of— the—art" automated jury management system, and a conversion to a "one day or one trial" term of jury service instead of 'one week or one trial." Developed various alternative dispute resolution programs in collaboration with the Contra Costa County Bar Association to ease the number of pending civil cases. Over 150 attorney—volunteers selected by the court are participating as referees, mediators and pro tem judges. Performance Data Handled nine percent more filings with the same number of judges, compared to prior year. Ranked the highest out of 15 counties in the total number of dispositions per judicial position equivalent. 0 28 • • TREASURER —TAX COLLECTOR DEPARTMENT Alfred P. Lomeli, Treasurer-Tax Collector (646-4125) Major Accomplishments • Successfully implemented the Business License Program without increasing staff. As of April 1992, $428,000 from 3,800 accounts has been collected. Maintained the Secured Property Tax rate under 3% through combined efforts with the Auditor and Assessor's departments. This delinquency rate has been maintained at • under 3% for eight consecutive years. Performance Data The department handled more parcels per employee than five other comparable counties. • The department serves more people per employee than the five comparable.counties. The department collects more money per employee than any of the five counties. • • • • 29 • • VETERANS SERVICE OFFICE Gary Villalba, Veterans Service Officer (646-5115) Major Accomplishments • Generated $4,005,924 in new VA benefits for Contra Costa County veterans. According to California Department of Finance estimates, this translates into $640,947 in County general fund revenues, or 3.5 times the department's net county costs. Responded to a significant increase in incoming telephone calls, welfare/SSI referrals, • and auditable and non-auditable workload, with no increase in staff. Provided direct cost avoidance of $1,154,680 to the County Department of Social Service through the welfare and Medi-Cal referral programs. In addition, the County Department of Health Services benefits from substantial cost-avoidance when the Veterans Service Office assists veterans with entitlement to VA inpatient and outpatient medical care. Performance Data The department obtained annual benefits valued at $2,707,764 and one-time benefits valued at$1,298,160, ranking the highest when compared with three other comparable counties. • • • 30 r • DEPARTMENTAL PERFORMANCE INDICATORS • TABLE OF CONTENTS Background Tables and Charts Departmental Performance Indicators • DEPARTMENT OF AGRICULTURE . . . . . . . . . . . . . . . . . . . . . . . . 35 ANIMAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 ASSESSOR'S OFFICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 AUDITOR-CONTROLLER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 COMMUNITY DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 • COUNTY ADMINISTRATOR DATA PROCESSING DIVISION . . . . . . . . . . . . . . . . . . . . . . . 42 RISK MANAGEMENT DIVISION . . . . . . . . . . . . . . . . . . . . . . 44 COUNTY CLERK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 COUNTY COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 • DISTRICT ATTORNEY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 GENERAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 LIBRARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 PERSONNEL DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 PROBATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 • PUBLIC DEFENDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 SHERIFF'S DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 SOCIAL SERVICE DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . 60 SUPERIOR COURT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 • TREASURER -TAX COLLECTOR . . . . . . . . . . . . . . . . . . . . . . . . . 64 VETERANS SERVICE OFFICE . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 • AGRICULTURE DIVISION FY 90/91 PRODUCTIVITY ANALYSIS • ?EST EXCLUSION . . . . . .L. .A.I. .E.D. .R. . ..: .: .: . ..: ..: . . . .. .. .. .. . . .L. .A.R. . . . . . . . . . . . . . . . . . . . . ................A....N..........I....................:...:.:. .: .: .: . . . . ....................... . . . . . . . . . . . . . . . . . . . . . . . . .A. . .SANTA ATEO:. ........................ .. (1990-91) Annual Report 4otal Plant Shipments Inspected 47, 905 35,254 31, 031 14,928 Total Shipments Rejected 717 94 209 100 % Shipments Rejected 1. 50% 0.27% 0.67% 0.67% Total Staff Hours 5,752 10,679 11,369 3,372 Avg. Staff Time/Shipment . 12 hour . 30 hour . 37 hour . 23 hour typsy Moth Inspections 1, 327 2,011 718 841 Found Infested 4 ( . 3%) 22 (1.1%) 12 (1.70) 13 ( 1.60) * PESTICIDE ENFORCEMENT • :.....:? 3Nl . . .........:::SANT,A :CLARA :::::::S�iN: MATEO... . .... (90/91) Report #5 Summary Restricted Materials Permits Issued 167 404 153 329 Permits Denied 6 14 2 8 Wpplications: Preapplications Monitored 40 83 120 163 Applications Monitored 127 143 95 181 Pest Control Operators Registered 181 177 110 160 Pest Control Advisors Registered S0 54 60 54 Total Manhours 13 ,157 23,687 10, 528 17,043 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . :J.... .... . . . . . . ... . . . . . . ALAMIEDA .:SANTA:::CLARA: : : : : :SAN=:MAT'EO : : : : : :CON' RA: -COSTA.-,.-,-: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9(1990) John Pozzi, CDFA Total Detection Traps in Operation (sum of monthly) 44, 552 53,843 31, 910 39,085 Total Manhours 18, 395 26,984 16,703 18,977 ((actual trapping time) * Seventh in the State for number of Gypsy Moth shipments to inspect The Department inspected 3.50 of the shipments into the State and accounted for 9.9% of the shipments found infested. 35 WEIGHTS AND MEASURES DIVISION FY 90/91 • PRODUCTIVITY ANALYSIS DEVICE INSPECTION • : : : : Y'AMEDk: SANTA: CLAl2A: SArt :MATPA : : : :CbN�'!2A: �OST'A . . . . . . . . . . . . . . . . . . . . . . . Establishments Visited 4,686 3,445 1, 965 1,973 Devices Tested 15,822 12,725 5,299 6,479 Total Manhours 10,063 12, 421 4,955 8,243 • QUANTITY CONTROL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . t:'�.SANTA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . : :ALAMEDA: :. :C � :: :: : SAN: MAT$0: : : CON'S tA: :CASTA: : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Establishments Visited 651 648 484 1,179 a Packages Inspected 22,579 33 ,821 10,248 78,458 Total Manhours 1,8 5 9 4,045 2,319 4,512 SALE OF PETROLEUM PRODUCTS ENFORCEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ALAMEDA : : : : : :SANTA CLARA SAN: MATEO: : : : : CONTRA :COSTA Establishments Visited 1 , 256 511 185 644 Routine Inspections 1,689 507 192 643 Total Manhours 3 ,059 1,447 288 565 WEIGHMASTER ENFORCEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . AI:AMEDA : :SANTA=:CLARA : . : : SAN: MATE . .:.:.. :.:..CONTRA :OOSTA..... Establishments Visited 015 0 1 Routine Inspections 0 15 0 0 Total Manhours 12 75 63 7 36 LO i pQ.--1 1 CSO C C*s O Z1 i� U O N O OM N M ~ M 1 e--1 1-4 M N -4 N tp ON l0 Ql 01 .--a O akoi tD N �V _U n .^i r 1 .M-1 tQpo�O N C) 00 O O M lA O awl O^1 Ul .NI N d^ ri i QiJ O 'n N 1p ^N • d ko N l0 0 C ''- � O i V r� d Lc) c � 00 r- kD cn N n n al r-A N f� (6 tX3 a • Z E .E.--1 e--4 yy JR -R j H O V) i a- LO� pp pl QQl1 lD N .--i r♦ l0 '--� N =D N i phi pp �p Zd O a1 n N d O lD ko a--) b 4-1E U C •r e--1 Cl) M N 8 1� ON --t f•7 Fj -) '�-1 O � Q�l W N LO r-4 N C1 � �a r LO QQ1 QQko �..1 d•-) V) N Ql n w w w • m �--1 r--1 r-I ri e-i e--1 '••1 Q Y C � X02 QO Qp NS13C W C7 O n1 al N �c Ln ko Pii� r♦ ri r1 ro �pp U T U U i s r0C o b = i U C al E Cc r0 : 8 N� � � NO S F 58 37 CONTRA COSTA COUNTY OFFICE OF THE ASSESSOR Comparative Analysis Roll Units Per Employee 1990-91 Total Full Time Roll Units County Roll Units Employees Per Employee Kern 381,755 120 3,181 Contra Costa 337,789 146 2,313 Sacramento 405,909 177 2,293 Alameda 434,557 198 2,194 San Mateo 247,199 123 2,009 • San Joaquin 175,425 88 1,993 Fresno 250,620 131 1,913 Ventura 263,116 141 1,866 • San Francisco 2011482 116 1,736 Total roll units refers to the sum of secured and unsecured roll units. Secured roll units include land and buildings. Examples of unsecured roll units are boats, airplanes, equipment and computers. Although the total number of roll units is a valuable indicator, one must also consider the complexity of the assessments to gain a realistic idea of the Assessor's productivity. The level of complexity, however, is a subjective measurement and cannot be reflected in this presentation. r JO CONTRA COSTA COUNTY 0 OFFICE OF THE ASSESSOR Comparative Analysis Budget Amount Per Roll Unit 1990-91 • 1990-91 Total Budget Amount County Gross Budget Roll Units Per Roll Unit Kern $6,761,686 381,755 $17.71 0 Alameda $9,448,855 434,557 $21.74 Fresno $5,747,713 250,620 $22.93 Contra Costa $7,783,991 337,789 $23.04 • San Joaquin $4,043,991 175,425 $23.05 Sacramento $9,443,453 405,909 $23.26 Ventura $6,129,100 263,116 $23.29 0 San Francisco $61069,497 201,482 $30.12 San Mateo $7,740,755 247,199 $31.31 0 Approximately 96% of the Assessor's $7.7 million budget pays for staff and data processing expenses. Bay area counties typically pay higher salaries than other California counties, as evidenced by the data above. Counties with homogeneous properties usually spend less per roll unit than counties with diverse complex properties. Special circumstances which might affect the above indicators are expensive assessments appeals and lawsuits. • 39 1 1 F- z 1 Q I � ¢ 3 I p W i F- d 1 � F- N 1 LLJ 1 I Ln JY 1 LLI cm 1 � 1 O LLJ ^ ! Ln U I � N kn O O O O O O O p Ch •--4 O O O O O O O 1 a 1 O O Lo N n O O • 1 L.L. Ol N 00 LT Ll_ O N O LT M . 4 N •-•4 • + N �+ cl I Q LLI I 11J F- Of I Z Z LLI LLI I I O i W F- Cr d N I X w z w = O Of O O CO w CO N 00 N 0) F- m01 to .--4 N M 1 pl Z Q Ol N M N O 1 0 d S 1 ~ Q � Q 1 Q 3 LLJ 1 >- LL- C:) .LO z w 1 w Ln � S M Ln S O I Y I U F- Cr N U Q �4 W I Z W W S O = > LL U ( p O p W Z I LU N S • Ln O Ln = F- ¢ 1 Q Li Ln m M O LLJ N I = O LU p z F- w O LL- V) LLn Z N O O z I C` H O_ �--+ U P• LLJ Q W O ofLn C) Q F- O Lit U 1� 1 Ln Q N CC Cl- S CC LLJ N I LLJ S F- ►-+ F- _ = F- U Z G7: S F- 17 1 d tY O U ¢ O p LLJ = J U Ln p U Q -J d Q F- til p Z til in p N I Ln Q Z d �-� -J O O✓ Z Z Ln p p LLJ J *- UJ > m ►-+ X ¢ Q of Z LLJ I �-+ Q F- W LLJ Q S N d W F- F- ?- — Z N p M: Ln 1 ON> Z to U Q N O LLI LLI V) W d rL O Ln ►-+ U O p f� = CL m:: F- Z Ln C) F- U O' Z Ln W ¢ ¢ LLJ LLJ Ln F- ( Ol O Lil w O F- LLJ J Of N W F- U r Z p ►-+ Z F- a-+ J CO ¢ > Z Q 1 = 11 LU m S 0 Q CC z OU Z z U a' a Q' z I = U O d z = 7: Q O I N M Li. Q Z J U Lil O_ LLJ :3: U 40 rcl • (1) rn +� fd 1 r 1 l� d -i N N 00 N N Ln M 00 W • Q1 1 00 d' 1� M l0 p O 0l d' d' -1 Ln ri (7) 01 r-I N 01 0 LO• oll aoo cq M°° D %.0CN ol aco co o, AH OD NT 0 1 M (3) O r- lD U ao %.0 M co LI) • a � rn EaPA ua O co r-j 1 -1-1 N N 0O N M A N 00 r-I 00 r i [� r-i z m o � H 1 � ao a 00 o � In W �4 1~ a) 0 w U) cn C c +-J In c 0 0 (a w +) c0 •r1 .-1 0 +) .H r-I In M •rl H a) +J ••-I •r1 04 W rn a N A r a a) a) H r° ;-4 � C � (1) 0 0 0 b04 a > Q a a 3 f �4 41 April 30, 1992 DATA PROCESSING SERVICES Performance Data Data Processing Operations Monthly Averages YTD S 1987-88 1988-89 1989-90 1990-91 1991-92 Batch Production Jobs 2714 2830 2926 3196 3613 Jobs No Reruns 958 968 978 978 988 Jobs With Reruns 58 48 38 38 28 System Availability 99.48 99.58 99.58 99.48 99.38 Active Online Devices YTD 1987-88 1988-89 1989-90 1990-91 1991-92 Online Production Support Lines 79 88 103 116 117 Terminals & attached PC's 641 884 1142 1441 1637 Printers 128 164 174 166 165 SYSTEMS & PROGRAMMING Monthly Averages YTD 1987-88 1988-89 1989-90 1990-91 1991-92 New Service Requests Received 35 36 28 22 22 , Service Requests Completed 34 33 27 23 18 Service Requests Outstanding 197 240 131 161 159 Program Modifications to Prod. 492 451 381 488 423 i 42 PERSONAL COMPUTING SERVICES Monthly Averages YTD 1987-88 1988-89 1989-90 1990-91 1991-92 New PC Service Requests •Rec. 54 46 50 69 214 PC Service Requests Completed 50 46 49 68 213 PC Service Requests Outstanding 4 4 5 6 7 **Note: 1991-92 YTD figures are through March 1992. ***Note: The major difference between 1990-91 & 1991-92 YTD is the result of a revised reporting method which includes types of requests previously not counted. r 43 • COUNTY ADMINISTRATOR'S OFFICE RISK MANAGEMENT PERFORMANCE DATA • Liability Claims: General Automobile Medical Fiscal year ending 1987 312 93 32 1988 304 86 28 1989 343 64 17 1990 261 63 22 1991 153 88 11 • Workers ' Compensation Claims: Fiscal year ending 1987 11072 1988 1,073 1989 1, 135 1990 1,149 1991 1,262 Automobile Physical Damage: (No fault accidents only. ) Number Total Subrogation Recovery Fiscal year ending 1989 43 $28,626 1990 46 $30,626 1991 45 $10,542 A COMPARISON OF CONTRA COSTA COUNTY WORKERS' COMPENSATION CLAIMS TO OTHER COUNTIES FOR FISCAL YEAR 1989-90 The following information is a comparison of Contra Costa County to the combined average of nine other counties : AGENCY-WIDE Average cost per claim was $4,379. / Contra Costa County was $3,550. 44 SHERIFF'S DEPARTMENT • The average total claims per 1,000 employees was 515.5. Contra Costa County was 301. Average total program costs per 1,000 employees was $1.6 million. Contra Costa County was $1 million. • Average cost per claim was $3,870. Contra Costa County was $3,356. FIRE DISTRICTS Average total claims per 1,000 employees was 313. Contra Costa County was 248. Average total program costs per 1,000 employees was $1.6 million. Contra Costa County was $325,000. Average cost per claim was $5,583. Contra Costa County was $1,314. HOSPITAL EMPLOYEES • Average total claims per 1,000 employees was 153. Contra Costa County was 134. Average total program costs per 1,000 employees was $339,119. Contra Costa County was $173,619. • The average cost per claim was $3,404 . Contra Costa was $1,297. 45 r r r � �. o 9 r co �0 N O r �C Cl! j HI E 10—) N FO—I N N � � N •- rl .D .� V rI (� aQ Q1 L. rl Q .O LL V til p$ p m N th a H 0 0 m R Q CL L 2 coO w M �' Uil uNi Q (� a,l ^ + °- U �il N • r p N r �` lr Brij et CO 0 N co E O C O CD co * E o rn r M co ti E rn M 9 cco t- r) 10 N co CD X �R W + to rl tp N rl N 0 r C �I N CD QM ccZ x co act c m Obi N cv ap • U C INT C t- >4 U L y OQ O }' p « H p mtT1 m � 3 <D �p�p� p� �j j 1 CJ (Z I "T N rnl co N �I � O N N Q O. m ~ O r m `- O m C) Lnj (D to co v cm co C-1 * O 0) m coCA ccr N 3 r n �- O_ � I tl) N r N t o E to � ~ � ccE 8 cc O _ O LL C (O .. � N ` O O m m n N � m N p� U tri Oct to L �I m -I N N y O)I (% N y (D �) M m Q E U- (6OC et m € d Qn (*� � C CD c cm N .2 N CO ti t m (h * c9 � aD O C, m . W E �I 10 r �I v v E 0 �� (rD v 0 j VI CD O N U r O N Rf LL ca Y) S 7 Z m �' � E m '�j � to ,-n U N m $ rn to co Q rn 1\ CO y p� ^ o (� SII m 0 0) N rn r r r O r. U 0 7 1- r N CC 25 ) Z z r IE to r N , w CZ i LL M c u CA to C to C O C C cc 46 • X C7.: CD 0) r C) CV �j taD� CR tt�0 C7 c0 at r 04 y 4:::::;> M co N 0) T 0) h N C7►; N Qj N <n S � � 1n to r- CI r T r c • � :W; r r r r r r r r- r r rf` M N to 'It CO >:>.:.. M N O N ,r- O a :. C ` CD r- co M Co N t� • CD M N N N co W a co 2 2 r N M co O N O • Lo r T 0 N Lo �' p ��pp po p pp 8 � } N N CO N � ti et CD N b W .o O c� ft 0 CC �i O � e � � �j C� �j �} • y F� y7. N CO N �t ~ M CO M 'c ,� w (Q3 C CD 0) r to r CO to N 1:11 rt Ci O N � M N n Ch M N $� U U m Occ2ca 2 c U O of O O 0 N C W Z N r N N Ov Cl) c00 C9 p)0 A2 aci N r an M v gi q c q np � pv co LO LO N It n C0 2 Ch N ` CM a (ZL c ; y ,r- LO N .^- .- CD M N 00 LO N O CN N c E CD 16. LO LO O z to Lo 08 U'o cc0 r2m 8 (D _ o .: d c LL Et o aEi o �' a U Y ac L N co ¢ co C/) U 47 C xwy oogRsE 's CPFICE Pf430 LTnilm maw #10 . FY 88-89 FY 89-90 FY 90-91 FY-91-92 (6 maths) Projected FY I. CIVIL LITI(kTICN* a. New Cases Opened (w/o claims) 173 218 155 86 172 b. Cases Presently Active(w/o clairm 276 349 350 352 350 c. Avg No. Lit. Cases Handled, per E 29 30.4 34.16 34.0 34.0 d. Avg Svc Hrs per Lit. Case, per DC 56.1 hrs 53.2 hrs 46.8 26.4 hrs 52.8 hrE e. Total Litigation Hrs(w/o claims) 15,484 hrs 18,582 hrs 16,460 hrE 9,292 hrE 18,584 hrE (*Dtcludes Juv and LPS Actions.) II. JIIV 1= SERVICES a. Depend/Abandon Hrgs 4,124 6,482 6,546 2,959 6,500 b. Avg No. Hrgs Handled, per DCX; 1,026 1,379 1,212 551 1,215 c. Avg Svc Hrs per Hrg 1.58hrE 1.2 hrs 1.34hrE 1.47hrs 1.47hr III. WNSERVATORSHIP (IPS) • a. New Cases Opened 229 250 353 148 300 b. Avg No. LPS Hrgs, per DCX; 540 627 460 301 600 c. Avg Svc Hrs per Hrg 3.1 2.6 hrs 3.5 hrE 3.7 hrE 3.5 IV. SMALL CIlUNS AUVISCI Y SERVICE a. Total No. Calls 7,753 7,469 8,382 4,907 9,150 b. Avg No. Calls Ret'd, per DCX:(4) 1,938 1,867 2,096 1,227 2,290 c. Avg Svc Minutes per Ret'd Call 11.5 n& 12.2 min 11.1 Mir 9.9 Mir 9.9 Mir FISCAL YEAR CC PARIS N CP CCINIY COUNSEL ISL SERVICES FOR 90CIAL SERVICE DEPARII4ENT FY 91-92 FY 88-89 FY 89-90 FY 90-91 9-umths Projected FY SOCIAL SERVICE (hours) 7,809 9,453 11,980 9,687 12,900 1 Budget Unit 30 4/91 48 • DISTRICT ATTORNEY Significant Fiscal Year 90-91 Accomplishments (Latest year for which statewide statistics are available) • A. Jury Trials from State Judicial Council and Contra Costa County Superior Court (for fiscal year 1990-91; the misdemeanor to;;als do not include hung juries) : Trials Superior Municipal Total Crim. per Court Court Total Attorneys* Attorney 1. Contra Costa 197 306 503 79.5 6.33 2. Santa Clara 252 247 499 148.0 3.37 3. Alameda 175 223 398 132.0 3.02 4. San Francisco 145 141 286 104.0 2.75 5. San Mateo 73 114 187 48.0 3.90 • 6. Marin 26 48 74 30.0 2.47 B. Family Support Collections (for fiscal year 1990-91): Total Collections Processed $$/Resident_** • 1. Alameda $31 ,377,177 $24.52 2. Santa Clara 28,204,037 18.83 3. Contra Costa 20,020,909 24.91 4. San Francisco 16,279,271 22.49 5. San Mateo 8,881,361 13.67 6. Marin 4,202,606 18.27 • C. Drug Asset Forfeiture Collections (Department of Justice statistics for calendar year 1991 ; Note - the state actually credited Contra Costa County with the incorrect amount of $3,897,810. Amount Collected 1. Alameda $1 ,994,998 2. Contra Costa 1 ,786,242 3. Santa Clara 1 ,367,392 4. San Mateo 1,203,495 5. Marin 972,540 6. San Francisco 546,713 7. Solano 372,913 • D. Special Operations Collections fiscal year 1991-92 revenue expected over $900,000. *Staffing levels as reported by the California District Attorneys Association for fiscal year 1990-91; does not include attorneys in Family Support. **Based on April 1, 1990 population. • 2 49 + + • R 4-) + m 7 O rn ff) (D o dP C') dP V Cn V' O o .--r N JJ m ID v .-r Ln o o r- am ro N In Qn>. 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O O O W -0 U •r m (0 O n V) N >) Z •r r •r �- L C r U U4-) C V) V) CA (,() r 4-) 4-) 4--) RS (Lf w •r •r C a) f I d O (0 N L (6 (O (0 C O E 4-- 4- N N O N +) N +-) CL' C C U O OO L L rr (n L >) >) C >) C • O r r •r }) O O (n (n N O 0) O O N O O LL -0 (n 0 L r -0- - U r z CL= c6 cLS >] •r f0 L E (tf (C d E Q Cl L CL— W X X 1Z L L w r r- E = E E O E a W t)-1 ¢ 30aZ U U w zwwaw 52 � PROBATION DEPARTMENT WORKLOAD STATISTICS I. Adult Probation Services A. Criminal Investigations One Year YE._=r Pre:'-'ea PSI Diversion, Bail Total Change 191.7 3,028 3,308 391 3,721 10,948 + 360 1988 2,668 2,817 964 1,963 5,41 - 23% 1989* 2,122 1,858 977 2,009 6,966 - 17% • 1990 1,606 242 873 1,875 4,596 - 34% 1991 1,924 359 1,153 1,892 5,328 + 16% * Municipal Court Investigations Cut by Budget 11/1/89. Chanae Since 1987: - 37% - 89% + 29% - 49% - 51% B. Adult Probation Supervision Year End of Year Cases One Year Chanae (Persons) 1987 6,876 + 7% 1988 7,294 + 6% 1989 7,189 - 1% 1090 7 ,154 - 1% i992 7,998 + 120 • Chanae Since 1987: +16% Probationers Class-.fiec (Level of Supe n ision) Year (Dec. ) Mai: Moc Mec Min AEm-4 n Placement 1987 297 728 3,236 1,610 288 80 1988 283 765 3,219 ,538 324 73 1989* 329 901 2,344 903 261 65 1990 356 947 2,183 756 276 96 1991 408 1,082, 1,552 422 122 60 "Banked" caseload of lower classified cases formed as o` December, 1990: 3,096 cases carried in banked caseload not actively supervised, but monitored for minimum compliance to conditions. These are not included above. Cases of Court Probation, drunk driving are also monitored for com- pliance and number about 2,000. 53 PROBATION DEPARTMENT -2- Adult Services - Deputy Positions 298F 1S.9 2991 19C.1 PositionE Filled 6� 62 60 54 Additional Positions Needed Lased :;por. Caseload 20 1 1- 12 II. JUVENILE PROBATION SERVICES �.. Referrals Reauirinc Irvestiaation Year New Cases Re-Referrals Tc,-__! One Year Chanae 1987 5,368 4,470 9,838 8% 1988 5,157 4, 147 9,304 - 5% 1989 4 ,592 4,169 8,701 - 6% 1990 5,305 4,480 9,785 12% 1991- 5,006 4,098 9,104 - 70 Change Since 1987: 70 - 8% - 80 _. Juveniles on Probation Year (Dec) Own-Home Placemen Total One Year Chanae 2987 1,500 179 1 ,662 3% 1988 1,494 19? : ,687 - 25� '_9891 -,609 230 1,839 - 9% logy = ,743 245 1,988 8 199 ,627 2;- -,c38 - 8% Chanae Since 1987 : 9% 18% Juvenile Probation Cases Class='ied (Level of Supervision) Year (Dec) Max Med Min ALmin 1967 552 410 198 335 1988 591 436 191 273 '_989 601 461 219 324 1990 742 50.7 203 274 • 1991 671 490 218 235 54 PROBATION DEPARTMENT Juvenile Services - Deputy Positions 1988 1989 2990 Zoo; Positions Filled 51 52 51 Additional Positions Needed Based Upon Caseload 29 34 43 34 III. Juvenile Facilities A. Juvenile Hall Ave. Child One Year Chance Year Admissions D/P Care Days C,^ d Care Days 1987 3,259 113 41,152 11.5.t 1988 3,104 131 48,077 + 1756 1989 3,255 121 44 ,537 - 70 1990 3,716 135 49,326 + 11% 3.991 3,252 132 48,240 - 2% Chance Since 1987: OS _ 170 + 17% B. Bvron Bovs' Ranch Ave. Year Admissions Chance Daroe. Chance 1967 --75 - 2 6. - 1988 387 35. 66 T 85. 1989 415 7`'. 60 - i0% 1990 ,_ - 10% 56 - 70 1951 401 - 85. cz + 160 Chance Since 1987: - 7% 7% IV. Juvenile Co;rrm,nity Service Procram Year Juveniles Chance Work Devs Chance 1987 868 - 4% 4,918 - 40 1988 918 + 6% 5,243 + 7% 1989 968 T 6% 5,154 - 2% 1990 1,020 + 50' 5,403 + 5€ 1991 1,014 - i% 5,641 + 4% r Change Since 1987: X170 + 15%. 55 m N 1 M v M tD O t0 N O CD N r-i M r t0 O N O M M M 41 Ot 1 m v N •-i O to co M r O to .••1 .-1 N to b 1 I N to N to M v v tO r ON M .--i %D N N to - - -•-1 C% I v N ri 4J0'% 1 N N • i m .-i I W I I •-i 1 to v r eT O v, N O oo to O N O co O co tT N CD . -cr ON 1 v tt t0 M .-i v ON O O ••1 O -4 Co N r I 1 co NO M M v v QO •-i O O N .-r t0 H N O O 1 - - - to tT1 to N N M0 1 01 N N r1 � 1 I I O 1 v 14 r tD O M N tr v M rn .-1 v N O tO 0 In rn to Ot 1 at O Ot Ot t0 N •-i 1i tD v M r v N t- -4 r1 r M O N v M Ot ON ON O .-I to •-i N O ON I N co I r N v v tD M .-1 ON 1 N N •1 r-I I I ! • ON I N In N lff In t17 N v N CO N to oD r ON <n .1 co co an co I co r r to r M N ON au r %0 N t0 N co 1 I to rl M O O v r tD M r Ot •-1 v .-1 N O Ot CO 1 v to I Ln N M M tD M ON 1 N N •1 I co 1 v co tD O to Ot N r N O N .-1 to N O Q` O, Co C CO I N M 00 O M M N tD N v v to In N -1 1 I -4 co N O v to M N O Ir r '•1 Ln .1 .1 O ri Co I to .-1 v M Co M Ot 1 N N ^� � I 1+ 1 m r 1 N N M r an M O M M O ON tD %D M M ON ON tD tD . 1 TS co 1 .-i O to to Ot N M W N v .-1 tD to M M C I 1 r in N m N v O v r r r .-1 v .-1 .4 O O Ol tD 1 v 4-4 CO I N -1 O Cl) to (N •-i 0) ON 1 N N •-1 u i • Q -11 to 1 W r O '-1 to r N N M r Ot .-r tp N M v 01 In r- -4 .-1 CO I tD M v O v M tD 11 to W M (n N r•1 .-1 {� .0 1 1 r v N O N v r 0 to tD r .-1 v r1 .-r O co U v to I *qzr 0.1 m I 0 •i O) CN v N 0) 1 N ri N •-i I O 4-j t W to 1 O+ r •-1 -1 Lr) Co (14 O N O O O, O N v O CD r CD •� t� w CO I M r to 14 O" to O to O` tD r v Ln r1 r W o 1 1 r N M •--1 O M tD O O tD v .-i M r-1 .-i O r- a44 v I - - v - - a) CD I r 14 tD N .--i N U O� 1 ri .--I •� w I w I O v 1 v .-1 Ot d Ln M O N N •-i tD CO Ui M to C71 r N .1 M co I M r v .-i tD N 1-1 t') N r tD O M N Q . i I to M v r O Cl) N 1-1 ON r v N N •1 .-1 -1 n W I tO r-i v' N .-i '-i Cn I r-i •-i � .-1 I Cl) i M W O, tO to '-1 •-1 N to tD O co N tD O M ON m O c • co I tO v CD N v M r1 M CO .-i CO O N tD I I tD tl' M N O M v 0 00 co v N Cl) .-1 r•i .-i co N I 1 - v co I to .•i M N O O� I •-1 '•i �i I I N I M to 1.0 N to to N M r N N v NtD Ch M m N .-1 ON co I ri Cl) N to M N N tD tD O M to O � 1 I to v to to r M N ri tD CO tD r1 M r-1 .•i N M •...1 I - - - M . - - O I .Zr e--i N N Ot •-i m I ri •--i � I I N � m a •o o � � .9-3 m is r 1 H •Cf O C U m •.•r m -4 -.1 a m m --4 u .14 a $1 -14 1~ w >J a .a, a 4J o e -1 H $4 H --1 H a U 'O --i 4 w 1 O HC - 10 A (1) m 4-3 P/ 1 x m m I r1 m m m m 1 N rl C 14 O >1 1 �4 $4 $4 >, $4 >, C w rt V a H I 0 o a ! -•i it O td O td 1n a) C C c 54 1 C m C m c FC 1 >4 ❑ C A 41 ❑ >+ 04 O -•i m >, m >1 1 () 0) m m (1) td H I H td 1d O U G+ x a) 04 w I a v 0 0 � > C4 1 O a) m > � ❑ C I ••i --1 E -4 $4 H I >+ CP E Ot $4 0) m m (n m $4 m ca i .0 U C a) C 0) $4 1 C m a) td 0) td a 0) O) 0) a) O a) W 1 41 -.i O 'O m m 0 >4 1 O $4 10 Iv m $4 .0 56W m m m 4-) m m I m E .-1 m > C .0 x 1 •-i W m al c 0) H . ro m td to td 4 1 1 D a) -,.I O 0 1) O I O) > -4 > 0 > O U U U U 0 U 1 't_, x w z h U 0 h 1 G• 4 z Q 0 4 H PUBLIC WORKS DEPARTMENT Performance Indicators - = CONSTRUCTION DIVISION - - Workload and Staffing Statistics 1987-1991 I. LAND DEVELOPMENT INSPECTION: 1987 1988 1989 1990 1991 Value of Improvements Inspected, in $1,000 14,092 13,968 15,257 15,124 7,801 Inspection resource in staff months 84 67 72 60 54 Average value of improvements/staff month, in$1,000 168 209 212 252 144 . 5-year Average ------197----- Variation from 5-year Average -15% +6% +8% +28% -27% H. CONSTRUCTION CONTRACTS: Value of contracts awarded, in $1,000 6,601 3,934 5,293 5,248 6,672 5-year Average ------5,550----- Variation from 5-year Average +19% -29% -5% -5% +20% III. MATERIALS TESTING LABORATORY: Number of tests performed 5,731 4,938 3,717 4,648 5,214 5-year Average ------4,850------ Variation from 5-year Average +18% +2% -23% -4% +8 Testing personnel resource in staff months 103 96 69• 75 83 Average number of tests per staff month 56 51 54 62 63 5-year Average ------57------ Variation from 5-year Average -2% -11% -5% +9% +11 c:WORMWORKLOAD.91 (Rev:May 7, 1992) 57 % o 0- p .e. .° to O r © M N N CO 0 N ,— to -10 co OR p o c0N r CO N ccs p p o N rn T LO n o o p N �y COCO Cj ,— o �,ai p to Ul o Q o o • o J r N r O co co 0 co to N O c • T c tU Q 0 80 ol O t!i N ulU O UJ U) Wi � a o Z cJ '5 a. Z ,., p ,� cC .0 -Z6N a O (,� W O o O (.) 0 '`t W Q j J Z UJ J z :3 r g C) 58 • SHERIFF SUPPORT SERVICES DIVISION JANUARY 1, 1991 THROUGH DECEMBER 31, 1991 The Contra Costa County Sheriff's Support Services Division's Central Dispatch • Facility currently dispatches for eleven law enforcement agencies, does dispatch/ coordination for four EMS/fire agencies and limited dispatching for four public service agencies. Approximately 360,000 people are served through the Dispatch Center. Incident Rate: Total Number of Incidents Handled by Dispatch Staff • 1990 1991 Of Chana+e 317,163 374,316 8.5 $ • Incident Breakdown by Source Approximately 50 % of the incidents are initiated by phone calls. • Approximately 50 % of the incidents are initiated by radio (officer initiated). • Incident Rate by Source 1990 1991 • 9-1-1 CALLS: 6,583 Avg. Per Month 6,578 Avg. Per Month BUSINESS LINE: 6,732 Avg. Per Month 10,782 Avg. Per Month FIELD INITIATED: 13,215 Avg. Per Month 13,833 Avg. Per ,Month • • 59 SOCIAL SERVICE DEPARTMENT ANNUAL PERFORMANCE COMPARISON REPORT BUDGET CYCLE FY 1992/1993 Combined Continuing Food AFDC AFDC &Intake Medi Cal AFDC Stamp Intake Continuing Food Stamp Intake Payment Payment Actions Cases Actions Actions Error Error COUNTY Per EW* Per EW* Per EW* Per EW Rate (%) Rate (-Q Alameda 17.86 170.18 236.27 50.78 1.8 12.1 <+ Cci tra < 3 t3 ' '' 49 > < « <» : 2 <>'>><>>> 1;:> > ' 7# ":.>< . >'i3 . ....... . Costa' >'> > .....::..:..�. �� .. ......:>»>5&;�3< >�> <�� <.. :>:<: . . 7. Fresno 30.74 205.28 225.62 49.43 2.1 14.2 Los Angeles 34.52 146.99 199.68 48.16 4.5 12.9 Orange 26.82 119.40 121.30 50.62 4.2 10.3 Riverside 34.38 145.91 172.88 54.38 1.2 11.4 Sacramento 20.29 132.67 194.94 52.11 2.8 6.8 San Bernadino 26.68 121.64 168.41 48.07 6.3 12.6 San Diego 35.45 142.09 167.94 48.28 5.1 13.2 • San Francisco 26.45 151.60 254.89 48.93 3.1 8.4 San Mateo 20.32 134.16 178.95 56.01 4.2 8.3 Santa Clara 30.89 132.85 165.17 68.41 0.9 4.5 Ventura 27.18 119.94 176.82 57.15 1.4 9.4 County Averages 27.28 142.78 1 187.31 53.17 1 2.98 1 10.45 Source: Actions-SDSS WACC Statistics for the period July 1991 -Dec. 1991 Errors-SDSS County OC report for period Oct. 1990-March 1991 (except LA-Federal OC sample findings for LA County) 'SDSS statistics calculated on basis of"activity level"and"FTE"counts which include first line supervisors 60 r M M (V M J N A M •O N P •O N M M O O M O N N N M A ��pp A a0 A V P •" P .} .ON .O N P O J N O o N A M N M P r .O N N N r M N N r N 't M N Ln r N P 8 N O. •O M M N .n F+ GC r 'N W < Zp~ N M N M A It 1A O N .O IA M w N .ryo MP P IA SOA w N It •O �t P P N IA to M `M P N N N N J M M N r f� M N P 1A P M r N M •- CO N 40 r � r r r OC W r pp t. 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J o z J m 1'YW 17M J J •'-• Q Q Q Q Q Q d Q Q Q Q S •- O O ►- O cc O O W O O H N t1 2 a m N N N N w N w N N N N N N N to to N w H f- H F- > Y Y L V H r 62 � C0 u _ � 2 _0 oC-4 c _ ƒ / f~/ -u / o o g f .m g u 2V. 00 02 o o 00 co — § � t � & § �� ® 73 \ .moo © 2 � o u \a N & ` to 2� v2 & 2 /\— .n o 0 `& . > . � o ® o g u Q o _ .§ « o ' w . � . � Cis� °� 11\ �\ \ k . 7<41 0 :o « n O 0 . f .�� 2\2 0,c.0 .bo � ■ ■ 1 9 � \ 5 \ t §_ S % \ � - t ® - § i o 7 { \ \ \ \ � 2 It k a � o - � 63 c/� W r �r oo rn �D • M r O �D rS *t U aa �+ W co r+ r co %D r-+ %0 Q o r o 10 E, o r o a7 M H G. r C C t0 m N EWQ (yW, C/) p U 2 ^ ^ r •N-•� N %D C� O Lei o a • .-1 w H w e c=i M 01. :D N Q :n r•+ 94 '>+ ti O rt %.D r•i to a 7 in tin co m r o Ga: a W 42 a, N c tD r- CC) a, v 2: N r� r, •� N r+ F a P4 rn r^ to a -4 c M co -1 Go cn rL W O O CO M N Q1 a ua ri a n rn tf r f^ r, r� N c N C. U rn M tT N CC) O O • f] co N M IT O f- 14 14 to a N .•-1 0• ^ P: U ^ a: ^ Q co tD N L7 (L u < 1r) LO L7 M %D n U.' 7 O rl_ r.i Ll to r-+ c� L; C) %D r- O ,a _ N i�") r O L4 m L'l N O tD O x co m L fa, V. U W Z: C� O < Q1 01 L1 M tD M a tz 1.1 F-+ r co tri co %D Ln o; M lf) N (J1 01 kD to r .D N M • O 0D M O '-+ M O H 1 G O C r O U D+ 0 Ea a '+ Fti tJ � C ro U N Z E }4 y 4i 0 s' C ro 0 > C C Veterans Service OfficeContra Gary D.Villalba County Veterans X2425 Bisso LaneCo^} Service Officer `a • Suite 110 J Concord,California 94520-4817 County (510)646-5114 ❑ 100-37th Street s.. i Richmond,California 94805-2179 (510)374-3241 sTA COUy� May 4, 1992 PERFORMANCE DATA - FISCAL YEAR 1990/1991 • Contra Costa Sacramento San Mateo Ventura Veteran Population 81,870 111,510 69,460 64,080 Total State Revenue Based $70,525 $55,614 $37,468 $53,998 Upon Workload (Subvention) No.Monthly Benefits Obtained 5,244 3,168 1,872 2,364 Annual Value, Benefits $2,707,764 $1,368,876 $830,740 $835,200 • Obtained No.One Time Benefits 661 331 292 898 Obtained Total Value, One Time $1,298,160 $779,779 $946,701 $999,157 Benefits Obtained Total Value, Benefits $4,005,924 $2,148,655 $1,767,441 $1,834,357 Obtained Number Employees 6 5 5.5 6 The above performance data reflects favorably on the work performance of our department in all comparable categories . In addition, the following performance data increases were noted for FY 1990-1991 : - 17 .70 increase of incoming telephone calls ( 15,266 FY 90-91) - 12% increase in welfare and SSI referrals (3,634 FY 90-91) - 10% increase in auditable and non-auditable workload units (31,402 FY 90-91) - 8.4% increase in incoming/outgoin.g mail (36,084 FY 90-91) Statistics are an important management measurement. However, a significant portion of our services is not reflected in performance data. For example, VA, state and local veterans benefits are diverse and complex. Staff expends considerable time and resource in benefit counseling, claim/appeal development and follow-up to insure claim resolution. It is important to note that we serve all elements of the socio-economic Population. Staff deals directly with all aspects of disablement, both physical and mental. We serve the homeless, elderly and young dependents. Each day we deal with profound bereavement which requires staff to be alert, sensitive and compassionate. 65