HomeMy WebLinkAboutMINUTES - 05071996 - D.1 D. 1
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
DATE: May 7, 1996 MATTER OF RECORD
SUBJECT: Generai Services Director - Departmentai Performance
Report.
The Board accepted both an oral and a written departmental
performance report from the General Services Director.
THIS IS A MATTER FOR RECORD PURPOSES ONLY
NO BOARD ACTION TAKEN
cc: County Administrator
General Services Director
GENERAL SERVICES DEPARTMENT
1220 Morello Avenue, Suite 200
Martinez, California 94553-4711
(510) 313-7100
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Page 9
TABLE OF CONTENTS
I. Cover Sheet----------------------------------------------------------------Page i
II. Table of Contents---------------------------------------------------------Page ii
III. Organization Chart--------------------------------------------------------Page iii
IV. Section I—Department Overview------------------------------------Page 1
!V. Section II—Resources---------------------------------------------------Page 5
V. Section III—Customer Service-----------------------------------------Page 11
VI. Section IV Annual Performance-------------------------------------Page 13
VI. Section V—Challenges and New Directions-----------------------Page 23
VII. Addendum—General Services Department Pictures
Duplicated on Color Copier at Central Service-------------------16 Pages
Page ii
CONTRA COSTA COUNTY
GENERAL SERVICES DEPARTMENT
ORGANIZATIONAL CHART
Director of General Services
Barton J. Gilbert
(1)
Executive Secretary (1)
Deputy Director of Secretary (1) Administrative
General Services (1) Services (5)
Kathy Brown
Fiscal (5) Custodial Services (54)
Lease Management (5) Central Service (19)
Mail
Printing
Building Maintenance (37)
Electrical Purchasing (7)
Plumbing
Carpentry
Painting Architectural
Telephones Services (11)
Alarms
Operating Engineers (12)
Fleet Management (30)
Fleet
Radio Communications
Special Projects (2)
Energy Management
Grounds/Recycle (35) Management 30
Grounds Non-management 208
Recycling Total 238
Work Programs
Hospital Maintenance (12)
Page iii
1996 GENERAL SERVICES DEPARTMENT PERFORMANCE REPORT
Section I—General Services Department Overview
A. General Services Responsibilities
Mission Statement
The General Services Department's business is to provide
high quality, responsive, cost effective service to County
departments, other agencies, and to the public through the
following:
o Set goals and objectives for providing services.
o Meet regularly with customers to discuss their needs
and problems, recommend new or revised methods
of providing services to reduce costs, improve and/or
increase service levels and productivity.
o Develop and maintain cooperative working
relationships between the General Services
Department and its customers and others who
support Department activities.
o Promote image of professionalism, pride, and quality
of service.
o Focus on employee skills and promote a creative
work environment through training, staff
development, team building, and decision making at
the lowest level.
B. Organizational Structure
Composition of the De ap rtment
Administration—provides direction to all divisions for
programs and administrative support for employee
Page 1
relations, personnel actions, MBENI/BE and affirmative
action, oversight, preparation and control of the
Department's budgets and other fiscal responsibilities
including accounting for all major capital projects and work
activities, payment of bills for utilities and services,
invoicing for contract agencies, organizational
development, safety, training, development of policies and
procedures, energy and telecommunications
management;
Architectural Services Division—provides professional
architectural services for the design, construction,
remodeling, and management for capital construction and
major alteration projects for County buildings and facilities;
prepares bid packages for formal bids and does outreach
for MBE/WBE firms.
Buildina Maintenance—provides maintenance, repair, and
small remodeling project management for County
buildings and facilities using skilled craft workers;
maintains traffic signals for County signals and contract
cities; designs and maintains alarm and security systems;
and oversees the telephone maintenance section which
handles all telephone systems and data cabling.
Central Service--provides large printing services, fast
copy of documents, messenger transmittal to County
offices, U.S. mail pickup and metering, post office delivery,
and envelope inserting for large mailings. This operation
is currently in a trial period of being under the direction of
Purchasing. This is being studied to determine if cost
benefits and coordination of services should make this a
permanent combination.
Custodial Services—provides building cleaning, relamping
of lights, supplies and office furniture moving requested by
departments, and management of contracts for window
coverings, furniture and upholstery repairs, and custodial
supplies.
Page 2
Fleet Management repairs and services County vehicles
and equipment, prepares vehicle and equipment
specifications and coordinates purchases and lease of
vehicles with Purchasing; oversees radio and microwave
installation and maintenance for County departments,
police agencies including the Sheriff, fire districts, cities,
and Special Districts.
Grounds Services—provides a broad spectrum of grounds
maintenance services, including landscape design,
maintenance, weed and pest control, irrigation systems,
parking lot maintenance, and supervision of General
Assistance work crews performing litter control, weed
abatement, surplus furniture moving and redistribution,
and recycling of paper and cardboard from County
buildings and facilities.
Hospital Maintenance Services—is a new division
dedicated to a unified maintenance program for Merrithew
Hospital and includes craft employees and operating
engineers who provide on-site maintenance and repair at
the Hospital and coordinate additional maintenance needs
with other General Services divisions.
Operating Engineers—maintain and repair air
conditioning, ventilating, and heating(HVAC) systems,
install and monitor energy control systems, handle
elevator contracts, and make minor repairs to equipment
and plumbing fixtures.
Lease Management provides property management
services for leased space to the County and the County's
leased space to other agencies, prepares license and
lease agreements after negotiating terms for building
space and other rental/lease agreements including
communications vault space at microwave sites, and
works closely with other divisions to ensure that
maintenance and repairs are made for the property they
manage.
Page 3
Purchasing—provides a variety of purchasing services for
County departments, Fire and Library Districts, and County
Schools to include negotiations and bid proposals for
purchase of goods and services; assists departments in
preparation of specifications and analyses of product
information; arranges for cooperative agreements with
other public agencies to take advantage of large consumer
discounts. Central Service, on a trial basis, is under the
direction of Purchasing.
Partnerships With Other Departments/Agencies
The General Services Department works cooperatively
with Social Service to provide General Assistance(GA)
participants with work experience in work programs that
benefit the County and Special Districts including East Bay
Regional Parks and Lighting and Landscape Districts.
General Services maintains service areas with both GA
and in-house forces under contract with Public Works,
which also contracts with Grounds for litter and weed
abatement service for roads for the Flood Control District.
The Alternative Work Program through the Sheriffs
Department provides workers to help staff the Recycling
Center.
General Services also has partnerships with the Sheriff to
provide lead direction of inmates to paint the Martinez
Detention Facility and with Probation to do a similar
summer painting program at Orrin Allen Boys Ranch
training juveniles. In June a second juvenile training
program for grounds beautification will be started at Orrin
Allen.
Another type of partnership is with departments that
provide some portion of communication services. General
Services staff meet regularly with Data Processing on
provision of telecommunications services and work with
public safety providers on communication needs through
the Emergency Communications Advisory Body.
Page 4
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Page 5
B. Personnel Resources
Permanent positions by Budget Units and Divisions:
B/U Qrg. # r . #B/
0020 Purchasing 7 7
0060 4280 Telecommunications 1
4285 Radio Communications 6 13
4290 Telephone Maintenance 6
0063 4262 Fleet 24 24
0079 4011 Architecture 11
4012 Lease Management 5
4026 Hospital Maintenance 12
4031 Bldg. Maintenance 27
4032 Custodial 54 161
4033 Gardeners 20
4034 Operating Engineers 12
4035 Workfare 9
4036 Recycling 7
4037 Alarms 4
0148 4210 Administration 2
4220 Microfilm 1
4232 Inserting 1 19
4233 Mailroom 10
4241 Print/Bindery 5
0149 Administration 14 14
(includes 5 people in Accounting)
TOTAL AUTHORIZED POSITIONS = 238
TEMPORARIES ( 1/10/96) 58
CONTRACT EMPLOYEES 3
TOTAL (1/10/96) 299
Page 6
B. Personnel Resources(continued)
—Staffing trends
In the past 5 years General Services has reduced positions because
of required reductions in general funded operations. Where possible,
such reductions have been made in management and support
positions but some direct service positions have had to be cut.
Custodial Services has taken the largest cuts because other services
had higher priority. Building Maintenance, Operating Engineers,
Purchasing, Radio Communications, Fleet and Grounds have lost
permanent positions but have seen increases in amount of work.
The square footage of building and grounds space to be maintained
has increased, the number of vehicles to be maintained has
increased, the number of communication requests has increased, the
number of Purchasing transactions has increased while the staffing
has decreased. Telecommunications services, grounds work for non
general funded departments, and security systems have increased in
the past 5 years, with no new permanent positions granted.
Temporary and contract workers are used to fill in for additional work.
C. Affirmative Action
Although lay-offs cut permanent staff 18% in 1994 and 8 more
positions in 1995, losses in minorities affected only Latinas as a
percentage of the Department's workforce. Crafts are still a hard
category to fill with females and minorities, and the few permanent
vacancies make it difficult to make much headway. Affirmative Action
outreach is used when temporaries are hired, such as a female
Steamfitter and an African American female Buyer and a male Asian
Buyer. The first Latino Division Manager for Fleet was hired in 1995.
The Department sponsored a department-wide affirmative action
program which was well received and is shown in the pictures at the
end of this report. The Affirmative Action Committee developed this
Pro and eve organizes department-wide event to
program, every year 9 a P
educate and promote an understanding of different cultures and the
issues of fair and sensitive treatment of employees.
Page 7
C. Affirmative Action
Category Female African- Hispanic Asian- Amer Total
Amer Pacific Indian-
Is Alaskan
Official/Admin- 12
istrators
GSD % 16.7 18.3 8.3 - -
GSD # 2 1 1 - -
Professionals 15
GSD % 26.7 6.7 - 6.7 -
GSD # 4 1 - 1 -
Adminstrative 33
Support
GSD % 78.8 9.1 9.1 3.0 -
GSD # 26 3 3 1 -
Skilled Craft 58
GSD % 3.4 18.6 5.2 1.7 -
GSD # 2 5 3 1 -
Service/Mtnc 74
GSD % 21.6 31.1 13.5 1.4 1.4
GSD# 16 123 10 1 1
Technicians 16
GSD % 12.5 6.3 6.3 - -
GSD # 2 1 1 - -
GSD TOTAL 52 34 18 4 1 208
GSD % TOTAL 25% 16% 9% 2% .4% 52%
WORKFORCE 45.4% 7.6% 10.5% 8.9% .6%
Page 8
D. Sick Leave
SICK LEAVE USAGE--1995
HOURS*
HOURS HOURS USED
ED ACCRUED # TAFF ADJUSTED %USED
OVERALL: 14,290 19,743 238 10,556 53%
BY BUDGET UNIT:
Purchasing (0020) 594 602 7 353 59%
Central Service (0148) 1,189 1 ,660 19 960 58% .
Administration (0149) 676 1 ,339 14 357 27%
Fleet (0063) 1 ,255 1 ,779 20 989 56%
Bldgs/Grounds (0079) 9,988 13,207 164 7,351 56%
Communications (0060) 586 1 ,156 14 546 47%
Employees with zero use of sick leave: 13
Employees with serious medical problems who used over 200 hours of sick leave
for identified medical problems: 6
Employees on sick leave verification program due to excessive usage: 16
Employees dismissed for poor attendance: 1
Employees suspended/reprimanded for poor attendance: 4
* Excluded from the totals are sick leave hours which were used by employees for
one-time injuries/illnesses, for workers' compensation injury waiting periods, for
serious personal or family medical problems covered by the Family Medical Leave
Act (FMLA), and for family deaths.
Thirty-seven employees had sick leave usage which fell into one of the above
categories, for a total of 3,734 hours. Department-wide, six employees used over
200 hours, four of whom used over 300 hours each for serious personal or family
medical problems; eight employees used sick leave related to the death of an
immediate family member; and six employees had non-job-related surgeries.
Page 9
E. Staff Development
Employees are evaluated on work productivity, attendance, affirmative
action, team participation, and other job-related dimensions.
Depending on the type of job an employee has, training might be on-
the-job, attendance at seminars and classes, and participation in
professional organizations. For example, Lease Management staff
belong to the Real Property Agents Association which sponsors
developmental classes and meetings. Operating Engineers attend
classes and seminars on HVAC equipment and energy control
systems. Fleet is currently in a re-engineering program led by the staff
from the County Training Institute. Employees have many
opportunities to enhance current job skills and develop advanced
skills. The Facilities Coordinator is taking the whole series of classes
on facilities maintenance at Hayward State. PG&E offers classes on
energy conservation, and several staff have attended them. Vendors
provide training on new systems so employees know how to operate
them correctly.
F. Automation
General Services has several areas where automation is important.
To assist in the necessary support to troubleshoot the hardware and
software problems, a contract employee is working with all the
divisions to support their systems and offer recommendations for more
effective use of automation. Architectural Services underwent a
change out of antiquated computers with new computers; and all the
professional staff were trained to use project management programs
that allow building code analysis, tracking of projects, cost estimating,
and some drafting. This saves a lot of staff time where hand
documents used to have to done, and now many can be computer
generated.
Accounting replaced antiquated computers with new ones and
changed to Excel for fiscal management programs. This reduced the
time staff had to spend preparing fiscal documents and tracking
budget data for all General Services operations, for capital projects
Page 10
including the Hospital replacement project, for grants and for fiscal
reports. Other divisions including those in telecommunications are
upgrading and replacing antiquated equipment. Alarm/Security
Technical Section, Telecommunications, Radio/Microwave Section,
and Operating Engineers expanded their capabilities of programming
systems through remote access which saves on maintenance costs
and allows faster response for customers.
Central Service replaced fast speed copiers which increase the output
per hour with no increase in staff. They are currently in the process of
adding additional equipment which will allow in-house forms
preparation, primarily to do forms for Merrithew which will save the
Hospital money over their outside contract. It will also allow lower
costs for all customers, as no new staff will be needed.
Section III—Customer Services
A. Service Delivery System
General Services operates as a business that provides a variety of
services similar to those offered by outside contractors and vendors.
Customers request the majority of services through written work
orders. Some services are done as routine maintenance, examples of
which include changing HVAC filters, lubricating pumps and motors,
checking fire systems, and cleaning restrooms.
The Department has little discretion over the services provided. Most
of the general funded departments served are in the public protection
area: Courts, Probation, Sheriff, District Attorney, Public Defender.
General Services has constraints that are imposed by local, state and
federal requirements for telecommunications, utilities including gas
and electricity, public works formal bidding for projects over $50,000,
§31000 State Code for maintenance of buildings with in-house staff,
Purchasing authorizations for buying and leasing products and
services that do not go to the Board of Supervisors for approval,
building codes and regulations such as Title 24, health and safety
codes, clean air act, ADA compliance for buildings and facilities,
commercial drivers and vehicle inspection program, building and
Page 11
maintenance codes related to hospital, airport, and adult and juvenile
institutions, underground tanks, storm water drains, and various other
requirements.
B. Customer Profile
General Services provides services to all County departments; some
Special Districts including Lighting and Landscaping, water, flood
control, park and recreation; cities; State; and with private companies
and tenants for leases and rental agreements. The 24-hour detention
and hospital facilities plus traffic signal emergencies have the highest
priority. Departments rely on General Services for maintenance of
their facilities, vehicles, HVAC systems, utilities, telecommunications,
purchasing, messenger service, and all the other services provided.
C. Customer Relationships
The types of relationships with customers vary. In most cases there is
a business arrangement where General Services provides a product
or service for a cost. In some cases, the service is not funded directly
by the customer. For example, GA participants are used to clean park
trails and collect litter and other debris along public rights-of-way. The
costs are met through Keller funds. General funded departments
have occupancy and fleet costs in General Services' budgets.
A new work order tracking process was implemented in 1995, and
now departments get copies of completed work orders for their
records. Managers meet with departments to review service levels
and resolve problems if they occur. Employees are trained to be
professional in their interactions with customers. Purchasing
promoted the increase in the amount for warrant requests to speed the
purchases and payments for small dollar items.
The Service Center at Waterbird has joined Building Maintenance,
Fleet, and Communications in one building with the support staff
serving them. This allows departments to have more hours and days
of response. Building Maintenance used to be closed on Fridays.
Now departments can contact the Service Center five days a week.
The Operating Engineers used to have telephone calls go to a
Page 12
message box when they were out on their routes. Now customers are
advised that they may call Building Maintenance who will page an
Engineer or handle an emergency.
Departments have been surveyed every year with a questionnaire, but
this method doesn't proved feedback in a timely manner. The
Department thus is taking a different approach with more personal
contact with customer departments and the use of customer
satisfaction response forms immediately after work is finished. This is
being started first in the Fleet Division. The Operating Engineers are
giving informational talks to departments to explain HVAC systems
and preventative maintenance. A Hospital survey for maintenance
services is very positive and results are outlined under performance
indicators.
Unsolicited letters, memoranda, and telephone calls, expressing
"thanks" for the work employees perform, arrive every week. Some of
the major work performed for the Courts in the fire recovery, the
Library Automation Project and now security system installation, the
painting program using juveniles at Orrin Allen Boys Ranch, and
numerous other work activities brought accolades from customer
departments. Every complaint or concern is quickly addressed. Few
complaints of poor service have been received. Departments realize
that General Services sometimes can't respond as desired because of
insufficient resources, but emergencies are handled promptly.
When meeting with a large department recently, that department's
staff wanted to be sure that General Services employees let the
customer department know when they will return to finish a job and not
just leave. This is an area being addressed so that employees
improve their communication with departments.
Section IV—Annual Performance
A. Performance Indicators
Indicators of performance are demonstrated by results including
customer satisfaction, costs, and savings. The workload has
increased in every division in General Services, and this was greatly
Page 13
exacerbated by the court fires. No additional permanent positions
have been added, and many have been eliminated over the past 15
years with the biggest hits being made 3 and 4 years ago. Staff
reductions hit hardest in management and custodial services. In 1988
there were 46 management positions, and now there are 29 with 4
currently unfilled. Custodial Services has 41% fewer employees, and
the other divisions have also had personnel losses. While the square
footage of County buildings to be maintained has' stayed constant the
past year at 3,269,000 square feet, the maintenance and repair needs
have increased due to the court fires, other special projects, aging
buildings, and increased regulatory requirements without sufficient
funds to address all the needs. The amount of leased space is 16% of
the total County square footage, and is approximately 25% less than if
was 16 years ago.
The square footage figure_is 64% higher than it was 16 years ago with
fewer employees, more repairs required, less money for repairs, and
more code and regulatory requirements that must be met. Despite the
heavy workload for all of General Services divisions and the lower
level of employees, customer departments express their appreciation
of the normally high quality of work done.
The primary hurdle that affects General Services is insufficient
funding. Old' vehicles, major building repairs, and needed equipment
replacements could all be handled effectively if there is enough
money. Staff have made major efficiencies, but the bottom has been
reached.
Some of the specific performance achievements are outlined below,
and these are followed by divisions accomplishments.
B. Accomplishments
• Awards and Recognition
—PG&E energy efficiency award for 1995 to the County because of
the energy projects completed by General Services.
—Computers for Schools Program award to General Services for
Page 14
donating over 100 old computers that were repaired and enhanced by
prison and Youth Authority inmates, regional occupational students,
and junior college students and then given to local schools to allow
children to get on the information super highway.
A plaque presented to the County from the Nevada Air National
Guard for outstanding support to the Air National Guard for so
willingly allowing one of the Department's employees to serve on
military duty.
—The Board of Supervisor's "Award of Excellence" to General
Services for 1995.
—Recognition from the Judges on the response from General
Services to the court fire recovery.
Performance Bullets
• Annual telecommunication savings for long distance service, calling
cards, inmate pay phones, elimination of approximately 4400
CENTREX lines with PBXs(300 of these lines were eliminated in 1995
with the addition of 3 new PBX switches), in-house voice mail, in-
house data cabling and telephone maintenance save $1 .3 million.
• Some of the Purchasing contracts and their annual savings:
Pharmaceutical contract with LA County $1 ,500,000
Medical-Surgical and Lab supplies 500,000
Computers and their maintenance 425,000
Office partitions 75,000
Food for institutions Purchase Connection 150,000
Inmate clothing 45,000
Office Supply and furniture 207,000
Chipseal 35,000
Pagers contract 30,000
Xerographic Paper 301000
Airline travel vouchers 17,000
Total of these Purchasing savings $3,0143000
Page 15.
• Annual savings in surplus furniture program of over $70,000, with a
thank you from the Public Defender for saving that department
$34,558 by obtaining items that other departments no longer needed
and which would have resulted in a return of only a few dollars if items
were sent to auction to be sold.
• Annual savings from postal presort are $189,960
• Rebates from PG$E totaled $50,000 and annual energy savings for all
energy projects is approximately $350,000.
Central Service/Purchasing
On a trial basis, Purchasing and Central Service Divisions have been
combined. A Senior Buyer is supervising Central Service and
continues with some specialized Purchasing responsibilities. The
savings attributable to Purchasing are shown above, but there are also
some other achievements that make Purchasing distinctive. It was
Purchasing's recommendation to increase the Warrant Request
amount to save departments money on small purchases. Purchasing
staff lost half of its staff but continued to support departments while
training new temporary staff. One Clerk position was a permanent cut
last year.
In 1995 Harvey M. Rose, Accountancy Corporation, did a study of
Purchasing operations. General Services' Purchasing Division ranked
first in ratio of total buyers for each 100,000 of its population, first in
the number of buyers per 1,000 requisition, and second in number of
buyers per 1,000 purchase orders issued for the 14 largest counties in
California. These numbers are almost 60% less than those shown for
Alameda and Santa Clara Counties. Purchasing also assists
departments to develop major contracts by helping them identify all
line items that can be included in a request for vendors to bid on
supplying these items with discounts and Just-in-Time(JM delivery.
Staff have also negotiated service agreements and assisted in
resolving problems with delivery or service from vendors. Purchasing
has initiated training for departments to use the automated system for
tracking requisitions and purchase orders.
Page 16
Over the past 2 years, there have been increases in production
without increases in staff as shown by the following: number of
envelopes metered-18%, envelopes bar coded through.
presort-25%, Martinez copy center-11%, speed i-sealer-33%.
Fleet Services
Although County vehicles are aging, and the number of vehicles with
over 100,000 miles is of great concern, good vehicle maintenance
performed by the Equipment Mechanics and Services Workers keeps
the vehicles in safe operating condition. The charge-out rate for Fleet
service is consistently lower than outside shops, and the 2 largest
customers-Public Works and the Sheriff- have expressed .their
appreciation for the work that the Fleet staff do to maintain their
vehicles. Some departments expressed a desire for fast lube services,
so Fleet now offers this type service in the Shop with the added
benefit of safety checks, that outside providers don't do, to ensure that
potential repair needs are noted, and repairs made before a failure
occurs.
Repair work, that is not cost effective to do in-house, is sent to
vendors; and mechanics concentrate on the work they do best. Work
that is sent out includes body work, transmission rebuilds, radiator
repair and recore, heavy equipment rebuilds, starter and alternator
rebuilds, and engine rebuilding. Fleet staff continue to look at how they
work and are so serious about improving their procedures that they
made a commitment to participate in a re-engineering process with the
Training Institute.
Part of the Fleet Division has included a Parts Section. As part of a
.reorganization started last year when Building Maintenance,
Communications, and Fleet operations were co-located at the General
Services Center at Waterbird, Parts and clerical staff became a
central support to all the Service Center. This combination has
allowed for development of inventories and purchases being
managed and controlled better than have ever been done before. The
employees, particularly in the crafts and technical staff, rave about the
improvements in parts service for them. The Parts Section is part of
the re-engineering in the Fleet to continue with the improvements.
Page 17
Architectural Services
Architectural Services exceeded the number of requests for service by
10.5% from the previous year with no increase in staff plus the
additional workload that was superimposed on top of. the regular
workload in part due to the court fires. The extra work is handled
through the efficiencies of automation, staff productivity, and unpaid
overtime, especially by the Manager.
Building Maintenance
Building Maintenance with only 1 management employee, 8 lead
workers, crafts, and technicians handled approximately 15% more
work orders including several large extra projects for the courts fire
recovery; Telecommunication Technicians and Electricians
completed Library automation project for 23 libraries; lighting retrofits;
remodels; installation of 3 PBXs, fiber optics installation for the
Assessor's Office and courts plus numerous installations of category 5
cabling in buildings for fast speed data and video transmissions; the
Painters trained juveniles at the Boys Ranch to paint, did more
painting using inmates at the Detention Facilities, and completed
many other paint projects.
In addition the Electronic Technicians installed security and/or fire
systems at 17 new locations plus upgraded Merrithew Hospital's
Public Address system; the Carpenters established a comprehensive
roof inspection and maintenance program that resulted in only a few
leaks during the heavy rains and completed extensive lock and key
work especially for the courts recovery; the Electricians did electrical
and data for work stations at various county wide locations, major
electrical testing at County buildings including the Finance Building
and the Martinez Detention Facility; Steamfitters worked on the major
Juvenile Hall HVAC system renovations, various plumbing projects at
Detention Facilities, and installation of water lines and bathroom
fixture replacements in different locations; finally in the Traffic Signal
Section 26 new traffic signals were brought on line with the City of
Brentwood as the latest customer, and new controllers and cabinets
were installed at many locations.
Page 18
Building Maintenance requested and received funds for a labor lift and
a PBX for 651 Pine Street out of the Productivity Fund, and both items
are already saving money. This continues the tradition of General
Services being the department which has requested and received
more Productivity projects than any other department.
Building Maintenance labor rates continue to be lower for
telecommunication services, security systems, and craft workers than
those from qualified outside providers.
Custodial Services
As indicated, the Custodial Division must clean buildings with fewer
employees. They have gone to a day-time program that continues to
save on the costs of a night-time program. They made changes to
include reducing the number of times clean waste is removed,
installed double roll toilet dispensers which reduces the labor time to
replace the rolls, recycling is coordinated with the Grounds Division to
reduce the trash and disposal fees, and replaced inefficient carpet
cleaning equipment with machines that need only 1 Custodian instead
of 2.
Grounds and Recycling
This division continues to increase work responsibilities by taking on
contract work for Special Districts. Funds were cut severely for
general funded buildings, yet the Division has continued to keep
grounds around these buildings looking good. The Manager was
actively involved in the court fire recovery, especially immediately after
the fires when debris and furniture needed to be moved. The Work
Programs are staffed by County Crew Leaders and Resource
Attendants using an average of 80 GA participants to collect, sort, and
bale paper products for sale and to reduce the waste stream going
into County landfills; collect litter and old tires along public roads; do
weed abatement for fire prevention; tree planting; trail maintenance
such as in East Bay Regional Parks; collection of County salvaged
furniture, old computers, and miscellaneous items; and grounds
training program.
Page 19
The Recycling Program diverted over 880,000 pounds of paper
products from County landfills with a revenue of $90,000 for its sale,
143,000 pounds of used tires which were containerized for disposal to
save $15,700 and allow for re-use. Through chipping brush and tree
trimmings, approximately 600 cubic -yards of chippings were used in
landscaped areas to reduce weeds and allow moisture retention to
save on water. This resulted in savings of $14, 335 of direct savings
with indirect savings of reduced maintenance and less water.
Grounds provides landscaping maintenance to 60 Special District
Zones and can design new parks such as at Oakley Ranch and
Shadow Creek in San Ramon. Maintenance contracts generate
$1 ,010,000 in annual revenue. The Grounds Supervisor is qualified to
do the design and layout, and then the Gardeners and Crew Leaders
can do the installation and on-going maintenance. This saves the
Districts on all the costs, including water. Grounds installed drip
irrigation at Oakley which annually is saving over $4,000 in water
costs and $2,800 in reduced labor costs. Other areas are seeing
similar savings. The community groups are pleased with the quality of
work and the response time.
Operating Engineers
One of the divisions most affected by the court fires was the Operating
Engineers. Their work location was disrupted by the courthouse fire,
but they continued to operate there and provide outstanding support
for all the court fire recovery. Throughout the County, the Engineers
maintain HVAC systems and actively assist in identifying and
replacing systems at Juvenile Hall, Richmond Administration Building,
and Pleasant Hill Library. They have initiated other energy reduction
methods including standardizing an energy management system for
buildings. Nine Operating Engineers maintain HVAC systems for all
detention facilities and County buildings. Each Operating Engineer,
on average is responsible for 361,000 square feet of building space.
In the private sector the average per Engineer is 200,000 square feet.
Page 20
Lease Manaaer ent
Lease Management has also suffered cuts over the years with the loss
of 2 Real Property Agents and a Clerk within the last 3 years. This
division handles leases and licenses for use of County building and
communications space, for leases of buildings and facilities for County
operations, works with the Real Property Division in Public Works on
acquisition of property where a lease option is being exercised, works
closely with the Architectural Division on moves and remodels, and
responds to the Administrator's Office and departments to assist in
location of building space. Staff manage property to include arranging
for regular and emergency maintenance and repair, collection of rents,
and renegotiating and writing lease and license agreements. They
manage temporary rentals acquired as part of right-of-way
acquisitions.
Lease Management handled the relocation of County Supervisor for
District IV from leased space to County-owned space, which included
some minor remodeling and which reduced the cost of occupancy.
Negotiation for the Powers child care centers in Richmond resulted in
a reduced price for a savings of. $168,500. Staff arranged for
conversion of 10 child care programs to continue operating during a
changeover in program management with a short transition period.
The North Concord Homeless Shelter lease purchase was
renegotiated with substantial savings to the County and to the
Program. The reduced costs are $41,270 for 3 years with income to
the Program of $143,000. Staff, particularly the Lease Manager took
an active role in the court fire relocations which necessitated finding
space at a short notice, negotiating agreements, and ensuring that
space was prepared for the courts to go into operation without missing
a day.
Hospital Maintenance
In 1995 General Services worked with Merrithew Hospital facilities
staff to reorganize the structure of the maintenance staff assigned
there. A division was created with craft and operating engineer staff
under a Manager, who provides the day-to-day direction, instead of
Page 21
having the employees report to Managers in Building Maintenance
and Operating Engineers. The Hospital division works closely with the
other maintenance divisions, as they also provide emergency and
extra help as needed to the Hospital. A recent survey at the Hospital
shows that 50% of the Hospital staff considered overall .maintenance
to be "excellent", 39.2% "good", and only 3.6% "fair' and 3.6% "poor."
With so much maintenance required at Merrithew, staff are pleased
that the ratings are so high. There was only one individual that got the
"poor" rating, and the problem was resolved.
Administration/Administrative Services
The executive level of Administration includes the Director, Deputy
Director, and Administrative Officer who provide the leadership and
overall management of General Services. The Department structure
is shown on the organization chart on a preceding page. An important
part of Administration is the Fiscal Section which is the finest of any
department's. The Fiscal Officer and 1 Accountant prepare and
monitor the budgets for all County occupancy costs, fleet,
telecommunications, and capital projects. The Fiscal Section
prepares invoices for department contract work and reconciles and
processes all invoices for payment for goods, services, and projects.
They handle all claims for the court fires and accounting for the
Hospital Replacement Project. They process and track grant funding
applications, and they handle numerous other high level accounting
functions, including ones with the Auditor-Controller and County
Administrator's Office.
Because of the shortage of management within General Services, the
executive team not only provide direction to subordinate divisions; but
they must handle many administrative functions themselves. For
example, energy and telecommunications management including
emergency communications and the Community Warning System are
handled through Administration. Administrative Services provides
safety, personnel, affirmative action, training, labor relations, payroll,
clerical, and other support to the whole Department. Administration
developed the new work order process that allows for tracking of all
work orders, and they oversee the implementation and use of
automation in the Department.
Page 22
A recent.outside study of the Deputy Director position showed that the
Deputy Director here has more areas of responsibility than found in
other comparable counties. Administration has taken on more work
and remains actively involved with all the divisions to provide the best
service possible with the available funding.
General Services provides direct service to all County Departments,
some cities, and some Special Districts. It provides indirect service to
community groups and the public who use facilities and services
provided or maintained by the Department. Because General
Services operates as a business, charging out for services, it must
provide services that are competitive with the private sector and meet
customer satisfaction. Seldom do departments express the desire to
contract out work that General Services performs. A few years ago
this was different, but the Department's reduced costs and customer
service meet departments needs. The Probation Department recently
expressed its appreciation for the work provided and that they wouldn't
want to have to go outside. Outside providers sometimes aren't
reliable in emergencies, have higher rates, and aren't familiar with
County facilities, especially adult and juvenile detention facilities.
Concerns about services and vehicle replacements are ones where
General Services doesn't have the funding.
Section V.—Challenges and New Directions
A. Challenges
—Insufficient funding to maintain and/or replace County buildings,
facilities, equipment, and vehicles as needed. Over $2 million is
needed for vehicles, and many more millions are needed for buildings
and facilities.
—Burnout of personnel who work more hours, at a more intense pace,
especially some of the managers.
—More administrative and regulatory requirements that eat up time to
comply and cost to implement.
Page 23
—The County's lack of tangible appreciation to employees to keep
them motivated and to attract the best candidates to the few available
vacancies.
—Meeting affirmative action goals when there are few permanent
openings and few promotional opportunities.
Steps to Meet Challenges
—Upgrade of computers and automation to augment the workforce in
meeting service needs by working smarter, not harder..
—Initiate re-engineering and organizational improvements, such as in
Fleet to organize the work to provide for continuous quality
improvement, in Central Service and Purchasing to implement a new
structure, to reconstitute a Telecommunications Division, and to
complete the Parts Section restructuring.
—Explore a new method of construction contracting called "Job Order
Contracting" which is being used by other public agencies to save
significantly on the cost of minor to medium sized . construction
projects and implement if feasible for Contra Costa County.
—Tell employees and Managers that they are valued, sponsor
department activities that show the County and the Department do
care, and examine the work to see if some tasks, reports, and
assignments can be reduced or eliminated where they are
bureaucratic and not really productive.
—Continue to solicit more contracts with other public agencies, such
as proposals to do mail inserting for Solano County, and Traffic
Signal Maintenance for the City of Vallejo.
B. New Directions
New challenges won't be significantly different from what the
Department has already faced, and they're not going to be any easier
to meet. General Services is fortunate to have a great staff and will
meet the challenges as they continue to do so each year.
Page 24
General Services plans to work closely with other departments and the
Administrator's Office to meet the County's changing needs in
telecommunications, facilities for the courts and other departments,
goods and services at the best prices, and all of the support services
provided. Customer service isn't just-"lip service" in General Services.
It's a way of life now, and most of the employees embody that belief.
Those that don't are given opportunities to make improvements, and
there's more peer pressure now to perform and be part of the team.
The General Services Department is proud of its record.
BJG:KB
4/1/96
Page 25
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