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MINUTES - 06031997 - D1
DA THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on June 3, 1997, by the following vote: AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier NOES: None ABSENT: None ABSTAIN: None SUBJECT: Departmental Performance Report Val Alexeeff, Director, Growth Management and Economic Development Agency (GMEDA), presented both a written and oral departmental performance report. Subsequent to the presentation by Mr. Alexeeff, the Board took the following action: 1. ACCEPTED report from Val Alexeeff, Director, GMEDA, on departmental performance. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 3. 1997 Phil Batchelor, Clerk of the Board of Supervisors and County Administrator ;i�' CUdWe Wampler, Deput Clerk cc: County Administrator Director, GMEDA ........... .............. .... .................. . .............. .... . ::::. ............. . ............. . ................ . ..................... .......... ............ ..... .. ............. .......... ........... ........................................................ . I ...........I ........ .. ........................................................ ...... ........... .............. . ....................... ............ ......... .. .. ...... .......... ... ........... .............. X., I ............ . .............................................. ...................... ...... ....................................... I ..................... ................. ............. ......... .................... ..................... ........................ ...................... ......................... ......................... ........................... .......... ............ ........................ ....... ....................... ...... ... .. ....... ......... .......... ...... ....... ............. ......... . ..... ........... . .... . ............. ......................... .......................... ......................... ......... .... ....... .............. ......... ....................... ......... ... ......... .... .. ........ ................ .. .......... ... ........... ............... RI .................. ....................... CONTRA COSTA COUNTY .................... ............. .......... ...................... ..................... . .... .. .. ............ ... ...... . .. .................. . ......... ................. ..................... GROWTH MANAGEMENT .............. .. ...................... ................... ...... . ....... .................... ..... . ... .. ..................... ................ ....... ....... AND ........ ....................... ...................... ... ....... ......... .. .... ..... �a �� ................... ECONOMIC DEVELOPMENT ........................ ............. .......... . ............ ............ ... ........... .... ........... ............ .................. ....... ............... ......... ..... . .... ............ ........... AGENCY ........................ .................... ................ ...........X ............... .. ... ..... .......................... ............... ............... ... ...... . X.,......... ....................... ........................ ................... .... ....... X,. ......... ................ .................... . ....... .... ....... ....... ... .................... . .... .................. .................... ..... ................ ........... ................... ................ ............ ........ ....... .............. .......... ...................... ...................... ........................ ........................ PERFORMANCE REPORT .................... .. ...... ........... .... ....... .... .................... .................... TO THE ... .......... ........... ...... ............. ............. ..... ........... ................ ..... ..... ........... ... ...................... ............ ... ....... ...... ..... BOARD OF SUPERVISORS ........ .. ......... .............. .... .......... ............... ...... ......... .. ..... ... ........... ..... .................. .... ............ ...... ........... ............ ... ....... .. ...................... .......... ... .... ...... .. . JUNE 1997 .................... ... ...... ........... ... ...... ...... ......... ......... ..................... ........................ .............. ........... ............ .. ............ ............ .................... .......... .......... ......................... .......... ........ ................ ... .... ....... . . . ....... . .. ....... ................. ............. .......... ................. ................... ................. .......... .. ................ ................ I TABLE OF CONTENTS f PAGE NUMBER SECTION DEPARTMENT OVERVIEW MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 2 OPERATING PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 2 SECTION IA - DEPARTMENT RESPONSIBILITIES . . . . . . . . . . . . . . 1 - 3 SECTION IB - ORGANIZATIONAL STRUCTURE BY PROGRAM/FUNCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I - 7 SECTION II i RESOURCES SECTION IIA - FINANCIAL RESOURCES . . . . . . . . . . . . . . . . . . . . . . 11 - 1 SECTION IIB - PERSONNEL RESOURCES . . . . . . . . . . . . . . . . . . . . 11 - 24 SECTION IIC - AFFIRMATIVE ACTION . . . . . . . . . . . . . . . . . . . . . . . 11 - 28 SECTION IID - SICK LEAVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 33 SECTION IIE - STAFF DEVELOPMENT . . . . . . . .. . . . . . . . . . . . . . . . 11 - 36 SECTION IIF - AUTOMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 39 SECTION III CUSTOMER SERVICES SECTION IIIA - SERVICE DELIVERY SYSTEM . . . . . . . . . . . . . . . . . 111 - 1 SECTION IIIB - CUSTOMER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . III - 3 SECTION IIIC - CUSTOMER RELATIONSHIPS . . . . . . . . . . . . . . . . . III - 7 SECTION IV ANNUAL PERFORMANCE SECTION IVA - PERFORMANCE INDICATORS . . . . . . . . . . . . . . . . IV - 1 SECTION IVB - ACCOMPLISHMENTS . . . . . . . . . . . . . . . . . . . . . . . IV - 10 SECTION V CHALLENGES AND NEW DIRECTIONS SECTION VA - CHALLENGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V - 1 SECTION VB - NEW DIRECTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . V - 15 SECTION DEPARTMENT OVERVIEW SECTION I AGENCY OVERVIEW AN OVERVIEW OF THE GROWTH MANAGEMENT AND ECONOMIC DEVELOPMENT AGENCY: The Agency is an exciting and dynamic organization. This. is attributed to three factors: 1. The County has succeeded in attracting highly motivated and professional individuals. These individuals keep up with their professions, donate effort to the County beyond their workday, continually challenge assumptions and provide high quality work within tight schedules. 2. Building Inspection, Community Development, and Public Works all have something to do with development, but they see development from different points of view. Rather than competing, they are striving to challenge and complement: transportation planning, code enforcement, application processing, standards' consistency, information system coordination and project evaluation benefit from the mix. 3. New laws, new elected officials, new circumstances force us to adapt. Change creates new perspectives and forces innovation. Agency administration has concerns related to three factors: 1. The County's success in withstanding the pressures of the recession has kept salaries low. We are experiencing a talent drain from Public Works and Community Development. This will also result in difficult hiring situations in all departments. 2. The County has created procedures for purposes not related to the mission of GMEDA. Some of those procedures have led to less than optimal efficiency. 3. The costs of development keep rising; every group is pointing fingers at each other while protecting their interests. Some kind of a development summit may be needed to begin to unravel true cost from extraordinary cost. VA:dg pertm97.rpt (5/27/97) 1-1 GMEDA MISSION: We influence the development and maintenance of communities. OPERATING PRINCIPLES: We carry out policies of the Board of Supervisors. We solve problems with a multidisciplinary approach. We function in a legalistic environment with diverse, competing interests. We serve public and private interests fairly, equitably, and in a timely manner. We recognize the diversity in the population we serve and respect their interests, opinions, and concerns. We seek consensus when possible. We understand that all activities and decisions have costs that must be recognized. .We make optimum use of resources. We promote efficiency, consistency, and quality in our performance. We are interdependent and rely on cooperation to complete tasks. We rely on fact and exercise professional judgement. We treat customers as we would like to be treated. We solve problems with imagination and creativity. We help our fellow workers achieve their full potential. We are future oriented and we prepare ourselves for future challenges VA:dg perfm97.rp1 (5/27/97) 1-2 SECTION IA - DEPARTMENT RESPONSIBILITIES Building Inspection ✓ Inspection Services Review plans, issue building permits and inspect the construction of buildings to ensure construction of structurally sound buildings. ✓ Grading Services Check plans, issue grading permits, perform grading inspections of minor/major subdivisions and individual's building projects, and investigate grading complaints to ensure construction occurs on a safe foundation. ✓ Plan Checking and Permit Processing Services Check the plan drawings, structural calculations and energy conservation of the structure(s) according to the applicable codes and ordinances, and issue building permits using the LIS computer system. ✓ Property Conservation Services Responds to building and housing code violation complaints, abates hazardous structures, investigates potential zoning violations, inspects mobile homes on private property and in 43 mobile home parks, inspects moved buildings and service turn-on of P.G. E. services. Administers the Neighborhood Preservation and Weatherization programs. ✓ Land Information System The Land Information System is a computer system based on the County Assessor's parcel numbers which provides computerized data related to the ownership, assessment, zoning and development of real property. VA:dg perfm97.rpt (5/27/97) 1-3 ✓ Administrative Support Provide administrative support for the department's operating divisions. Help develop and implement departmental policies and procedures. Maintain personnel records and perform functions related to research of permit archives. Issue permits for major subdivisions and miscellaneous projects. Answer approximately 150 telephone calls per day related to the permit process. Prepare and monitor the department's budget. Perform purchasing, accounting, and payroll functions for all divisions. Community Development ✓ Current Planning Regulate land use and development in accordance with County policy and applicable laws. ✓ Advance Planning Develop, maintain, and consider amendments to the County General Plan. Undertake a long-range policy planning process to anticipate and respond to socioeconomic changes, new legal mandates and local priorities. Develop special plans and other implementation programs to fulfill the County General Plan. ✓ Transportation Planning Address transportation needs, include transportation as part of the policy planning process and respond to changes in federal, state, regional and local priorities. Administer programs related to growth management, congestion management and trip reduction. Provide staff support for other County actions requiring transportation planning services. ✓ Solid Waste Administer Solid Waste Franchise Agreements, develop and implement Solid Waste source reduction and recycling programs and provision of technical services related to landfills and other VA:dg per(m97.rpt (5/27/97) 1-4 solid waste and recycling'facilities. Seek to bring closure to Keller mitigation and valuation issues. ✓ Water Development of County's water policy ship channel navigation projects and administration of County Water Agency. The Water Agency mandates protection of water rights, water conservation, water supply and water quality to County residents; facilitation, negotiation and monitoring of private and public projects at local, state and federal levels. ✓ Keller Mitigation Programs Administer Community Assistance Mitigation funds for youth recreation, family counseling, and related projects in Bay Point and other nearby communities negatively impacted by the Keller Canyon Landfill. Administer Open Space Mitigation funds for wetlands' biodiversity and preservation projects. Adjust Keller mitigation to changing policy focus on Board. ✓ Community Development Block Grant (CDBG)/HOME Administer Federal funds for new housing, preservation of existing housing, economic development, infrastructure improvements, and neighborhood facilities. ✓ Redevelopment Design and implement plans for rehabilitating blighted areas within the County with the goal of improving the physical, environmental and economic viability of those areas. ✓ Special Projects Undertake special projects as directed by the Board of Supervisors or other agencies. ✓ Support Activities Provide administrative and clerical support to departmental programs. VA:dg perfm97.rp1 (5/27/97) 1-5 Public Works ✓ Road Engineering - Construction Develop plans for specific road projects, obtain financing, and construct new roads or improve existing roads, to facilitate safe, property regulated traffic and pedestrian movements. Provide for school crossing guards in the unincorporated area of the County. ✓ Road Maintenance Maintain the County's road system at a safe and usable condition. ✓ Engineering Services Provide engineering services and regulation of land development. Provide mapping and drafting services provide for the County Base Map that shows roads, parcels, addresses, etc. of all parcels in the unincorporated area and cities. Additional activities include the County Surveyor function and records. ✓ Drainage Provide drainage maintenance for County-owned drainage facilities in the unincorporated area and engineering assistance to citizens regarding drainage matters. ✓ Airports Provide operation and capital development of Buchanan Field and Byron Airports. ✓ Administration and Real Property Services Provide administrative support services to all of the department's operating divisions and manage special districts, excluding Flood Control District. Provide real property services to other County departments and other jurisdictions. VA:dg perfm97.rpt (5/27/97) 1-6 SECTION IB - ORGANIZATIONAL STRUCTURE BY PROGRAM/FUNCTION GMEDA ADMINISTRATION AREAS OF RESPONSIBILITY PERSON HRS Area: Departments and Departmental Issues 705 • Administrative Concerns Pertaining to • Personnel • Conflicts • Training • Budget • Priorities • Teambuilding • Interdepartmental issues Area: Extension of Board of Supervisors/County 359 Administrator • Extend influence into departments. • Serve on committees. • Transfer information and issues to and from departments. • Participate in events. • Represent County in regional/state forums. Area: Projects 256 • Work as staff in review of project-related issues. (Go where the money is.) Time generally spent in high- revenue generating projects or projects that have gotten off track. Area: Development 314 • Keep on track of development-related issues. Rules are changing, economics are changing, development is changing. We cannot afford to lag. Need to maintain contact with widest group of people to keep perspective. Area: Major County Facilities and Infrastructure . 323 • Solid Waste • Transportation • Water • Airports Area: County Initiatives 85 • Economic Development VA:dg perfm97.rp1 (5/27/97) 1-7 APPLICATION AND PERMIT CENTER AREA OF RESPONSIBILITY PERSON HRS .......... . . ........ ........ ......:::::......... ... ... ... X ....... .... ................ . ... . ......... .......... ........... .......... .... ....... ......... X ....... ........ .... ......... ........ ..I Development Application Intake, Fee Collection, Re6ordskeeping 1,280 Public Information 1,460 Building Permit Clearance 1,100 . ..............::: .. ................. .............. .......... X.. .... 0" .... .. ... ........ . ... ....... . ............ ................. ............. -XXX ...................... X ......................... nsped .. .. ....... ...... ....... .. .. ... . ............. ...... ............. ............. ..... . ............. Building Permit Application Intake, Records Kee in Fee Collection 1,712 Public Information 208 X X......-.. ................ ..............V............... .. . ........ ta Permit Issuance (Transportation, Encroachment, Floodplain), Recordskeeping, Fee Collection 1,520 Floodplain Management Program 250 Public Information 150 w...... .... ..... ....... ........ ............ ............ ...... ............ ............ .......j:::j:. ............. .......... ............ .... .... ........ : :::. ............ .. ............ .......... X ............ .......... ......... ......-4......a.... .........ft- I ......... ... ...... .. 14 .......... .. Development Application Review 320 Public Information 320 ...... ...... ........... ... ...... X ........... inw: M . . . sthff Development Application Review, Recordskeeping, Fee Collection 360 Public Information 100 Building Permit Clearance 500 .......... ....... X etvjc .AM X US 0 Mr ........... -C ...... ........ ... ..... ............ APPLICATION AND PERMIT CENTER MANAGEMENT Coordination of Services(Includes Ombudsman Services and responses to 880 staff requests for coordination.) Current Special Projects/Committees: 728 Fiber Optic Backbone:Project Manager Permit Streamlining Implementation PW/CD Current Planning Meetings BI/CD Counter Meetings Executive Committee CAO Communications Committee Information Technology Steering Committee Fioodplain Management Team OES Public Information Team PW Agenda Process Improvement Team Land Development Billing Coordination Team Public Information 312 VA:dg perfmW.rpt (5/27/97) 1-8 �► BUILDING INSPECTIONDEPARTMENT PROGRAM/DESCRIPTION PERSON HOURS CATEGORY: LAND DEVELOPMENT FUND (1103) The mission of the Budding Inspection Department is to establish and enfiorce minimum standards for`buildings aid structures to safeguard life or limb, health; and property. Over the past'several decades, the basic mission hasbeen steadily exparEded to include responsibility to enfiorce regulations that go beyond safety and property protection Examples include regulations1.#hat advance;socaetal goals, such as energy conservation; full access to building<and participation;of people with disabilities, consumer rotection, and zonin code com liance enforcement Program: Administration (Org. 3415) 17,280 • Answer phone inquiries • Provide records research and copies of documents to the public • Permit processing. • Records management • Budget • Personnel • Purchasing • Provide other administrative support as required Program: Land Information Systems (LIS) (Org. 0348) 3,456 • Provide support for the Land Information System for the County and other agencies • Responsible for Community Development, Building Inspection and GMEDA Administration MIS, including PCS, LAN, and other automated systems • Act as liaison with other County Departments and agencies for LIS, WAN, and related functions • Support GMEDA MIS functions in conjunction with individual departmental staff • Provide other administrative support where appro riate VA:dg per(m97.rpt (5/27/97) I-9 PROGRAM/DESCRIPTION PERSON HOURS Program: Engineering (Org. 3420) 5,184 • Review engineering calculation of structures • Review life and fire safety of structures • Review handicapped requirements • Field inspection for complicated structures • Respond to questions from the public covering building code, construction, and general building design problems • Assist building inspectors and plan checkers with code and technical problems • Interpret building codes, county and city ordinances Program: Plan Checking (Org. 3420) 5,184 • Review new residential, additions, and alterations for compliance to building codes, county and city ordinances • Review energy conservation for residential buildings • Issue permits • Answer questions and provide information in relation to permit issuance, building codes, county and city ordinances Program: Construction Division (Org. 3420) 27,648 • Inspectors make inspections of projects under construction for compliance with approved plans and with applicable County, State and model codes and regulations • Journey-level building inspectors make inspections on one and two-family houses • Senior-level building inspectors make inspections on all types of projects, with a focus on commercial and industrial buildings • Grading inspectors make inspections on grading activities ranging from subdivisions to single family houses • All inspectors provide information on the permit process, codes and construction requirements to the general public VA:dg perfm97.rpt (5/27/97) 1-10 PROGRAWDESCRIPTION PERSON HOURS Program: Property Conservation/Code Enforcement 7,776 (Org. 3420) • Investigate complaints of Housing and Zoning Code violations. • Abatement of dangerous buildings • Inspection of mobile homes on private property and 43 mobile home parks • Inspection of moved houses and 90 day P.G. & E. restore services CATEGORY: NfIGHBORHOOD`PRESERVATION(FUND$250,000). This HUD funded program is for low and moderate income families to assist them #inancially to rehabilitate their homes Program: Neighborhood Preservation (Org. 0591) 6,048 • Intake of applications for low/no-interest loans • Inspection of homes needing housing code repairs • Disbursement of funds for work done on properties • Marketing of the Program • Record keeping of loans made • Reportina to HUD as needed I VA:dg perfmF.rpt (5/27/97) i COMMUNITY DEVELOPMENT DEPARTMENT -T- PROGRAM/DESCRIPTION PERSON HOURS :.......:::::::. # a ':' sQrsn aid» AMR s, s W4 Qu .::::::::: : idl7F*iN:YiI!��13�7�ti'It:i":< �Gii�i ..j.�: � ::�1i/:?y*� ��t�M�i '<:::HGilV":4F�:: �ISIt:��A7�7::: :::i y� ::: :i::;5:i::::i:::::; 'r: :;t::::i::::; :i:"t;;;i:;::i:::;:C:�:i;i::i::::;:i:::::::;;::i:;:::i:;:::::;2:.' Program: Current Planning Division (Org. 3520) 22,464 • Ordinance Amendments • Review and preparation of various types of applications (variance, Land Use Permit, Development Plans,Rezoning, Planned Construction Development) • Development Agreements • General Plan Implementation • CEQA lead agency; monitoring for County and State • Assist land use litigation Program: Advance Planning Division (Org. 3520) 6,048 • Processing General Plan Amendments, growth management monitoring • Consider amendments to the County General Plan and keep Plan current • Develop specific plans to further goals of the General Plan • Implement the General Plan by following through on implementation measures • Develop policy issues and prepare reports to assist in the evolution of the County policy vn:ey pertm97.rpt(5/27/97) 1-12 PROGRAWDESCRIPTION PERSON HOURS Program: Solid Waste Resource & Recycling (AB939) 5,184 (Org. 3521) • Develop, print & distribute the County Recycling Guide • Operate County Recycling Hotline • AB939 reporting to state • Participate in Bay Area wide source reduction programs • Participate in Bay Area wide source reduction programs — such as Shop Smart campaign, Business Waste Reduction campaign and Edible Food Donation campaign • Develop, print and distribute a directory of reuse sites • Develop a local materials exchange hotline • Develop and coordinate school recycling programs Program: Mandatory Subscription (Org. 3522) • Administer mandatory subscription process as necessary in cooperation with the Health Services Department Program: Resource Recovery/Recycling (Org. 3522) 1,728 • Development of Compost Consortium (Cities and County) • Hotline Info System Management • Community Outreach Programs • Conduct Waste audit for business world • Initiate recruitment, review land issues and apply for loans to finance private and public programs Program: Implementation and Mitigation and 3,456 Monitoring (Org. 3523) • Respond to public concerning issues related to solid waste and recycling facilities • Monitor solid waste and recycling facilities to ensure that conditions of approval are adhered to • Assist State in contracting for and holding hearings regarding CEQA for landfill closures • Assist Health Services Department with CEQA compliance upon request VA:dg perfm97.rp1(5/27/97) 1-13 PROGRAM/DESCRIPTION PERSON HOURS Program: Contract Administration (Org. 3524) 1,008 • Administration of all financial matters dealing with contracts, primarily EIR consultant contracts • Management of all contracts to ensure that contractor meets all administrative conditions; invoicing and paying per contractual conditions Program: Solid Waste Franchise Rate Regulation 288 (Org. 3525) • Development and administration of Franchise Agreements and Memorandums of Understanding with Local Districts, including overseeing rate reviews and customer satisfaction surveys, reviewing service levels and enforcement of all Franchise Agreement and ordinance requirements • Coordinate with two solid waste authorities (central and west county) regarding various solid waste issues • Coordinate with local Sanitary Districts and Local Solid Waste and Recycling Committees regarding local interests and needs relating to various solid waste issues • Participate with several cities in the Compost Consortium Home Composting Program to provide workshops in the East County and North Central County • Design and operate a Home Composting Program for communities in West County and Central County not served by any other program • Develop and implement a Commercial Recycling Program • Develop and implement public education and outreach programs • "Review and modify Solid Waste and Zoning ordinances to meet current needs • Implementation of a variety of source reduction and recycling programs as required by AB939 • Participate in the recycling Manufacturing Development Zone (RMDZ) • Staff the Board of Supervisors Ad Hoc Solid .Waste Committee meetings • Provide staff support to the Crockett Area Interim Solid Waste and Recycling Committee VA:dg perfm97.rp1 (5/27/97) 1-14 PROGRAM/DESCRIPTION PERSON HOURS Program: Transportation Division (Org. 3520) 4200 • Administration of a transportation program consisting of numerous subprograms subsidized by developer fees and gas tax revenues. These subprograms include providing transportation planning support to General Plan projects, coordination of transportation plans with local, regional and state agencies, providing transportation planning support for the conservation and redevelopment divisions, rail planning, and implementation of various transportation fee programs and expenditure tans. > >GATEG Ut�TYii.1NATER.I GE:[� *: :;:<:>::>::>::>::>::>::>::»::>: eview :��n�tvr€n t ,..:.::::.: g......:::::::::::::::::. .........................._....b0if. f,�n� i ``per��p�.. �e �� ..�c����.�rt.t�q�� �r€���n��s':whet ::::..:.:.. .. : .::::9::::. . ... ::.: »praaf ; r. t?Iidexat, tae tonal afl*ow)..:I$rs>ar�rt.; ::ra Iras::#hrafe :: :.: .::.:., .:...:.:.:.:..::......:...:.:.::::.:.:.::::::: ::::::::::::::::::::::::. . .... ::........::.::::.:.:.::: .::...I :.:::....:::::......:::::::::::::::..:. :::.:.:.:,....:...... . . ::::::::::::::::::.::.:...:..:::.:.:.:::::..::::::::._.:::::::::::.::::::::.......:::::.::::::: :::..:::.:.. ;;water:: uaia <:.n t' laer�tit fQ.:�tuater;users vur ��:this:. Program: County Water Agency (Org. 3520) 2,592 • Water quality, water supply planning • Programs for reclaimed water use, water conservation • East County Water Management • Ship channel dredging projects • Long-term management of dredged materials (reuse for wetlands, levee rehabilitation) • Watershed management planning • Delta projects (San Luis Drain, etc.) • Delta Science Center Program • Wetlands Mitigation Banking • Staff to Board's Water Committee, Liaison Committee with EBRPD, and Fish and Wildlife Committee VA:dg perfm97.rpt (5/27/97) I-15 PROGRAWDESCRIPTION PERSON HOURS TI9N `ri I3 ':`::f'< > _>>> <''`>`<::SI <<'> <>`' <><>'_ ... s <::`'<>...... ' .::: ur .: rar the a of mal rte anc� .frast .rmanl s >:>. at €rns ;: .rtatoa< :fir> vire€h>fhitiis<rti:.. ::::::::.:::: :::::::::.:::::::::::::::::::::..::::::::.:.:::.:::.::.I�.::::::::::.: :.:::::::::::::.:::::::::::::.::::.:::::: :: <::>:......... : :;;:::;::`;;.;:''::::::t :.p'. '}'�" [i[. J;:'':{#:�} Q' ii:i�/':'' .*,,.,:,.,..,,.,... ::{._rr,.+. !Y.::I.:L545i .: :::F44 ;':: ::�:::::iii:::<:i:::::::'::`:::::':::i I.':i::::':'`:': :'::: ::':::::: ::::...... :: ... ` .:..:. �?.b .... ... ... ......... .............................................. .. ............................. Program: 2800 • Monitoring, evaluation and design of growth management program • Administration of Employee TDM and Countywide TDM programs • Staff Liaison to SWAT, WCCTAC, TRANSPLAN, TRANSPAC, TVTC, CCTA • Development and implementation of the Countywide Bicycle Action Plan.. .. .. ......................... A ...................................... ` dtti' �tCailc of #ands a #r lr�s rtafiert r rams ►ithl the easa t:Heti : :: ::: .. ...p:::: :.�.:..:.9. .:. . : . ::: :.::::::::: .....::::::::::,. :: 3sx,Aerlevelo rr�ent Aa ea., plr:sel coorcii with tl7e ares coordtrfc « :. p:::;::::::::::.::....:...::::::: a< I: .:.:... «<> - Program: 100 • Distribution of funds to the area (coordinator) for purchase of vans (van-pools) • Manage the local area TDM program providing program and financial oversight. VA:dg perfm97.rp1 (5/27/97) 1-16 PROGRAM/DESCRIPTION PERSON HOURS i►� t7 �r �rCF1c 1ltk1!# terrrel � t� nf� [�tgrfi 1 : €: s:siN1t::N..' ifti7. .:1.7 iV1::iL.iJ�i 14 ii�ri7`�:iFIL<ei2FfT�. :7�Gi<:::.;:'�. > :<c ::h± ::: I. ..WIS:#t::<:::. :: ..;:.. :: .:: . : .: »'., .: :: ::: .: ta:C . . . 5!f'';iiiiii?ilii:.Jii 4ij : : vi:i'i:i::i ::::i:::.i::. i:: ::::: ii:ii:i: ::iir:::i::isiT:isi:::i::::i::ii::ii:L:i::i•:isiiii`::i:i:::iii::ii::i::iii: .:::g € attn ' : ►fh::> :::'.i I o:. ridra a:::: : .::::::. .:. :: .::::::::.:.:::::.se...l ...:....:...:.... sctrc ::# : ssis : :>: l►n;:: .<1vtl <€a. la ::: ::.. '.::::::::::::::: :::::::::::::::.:.::::::::::::::::::::::::::::::::::.::::::. <.::... .ts.: : :.:.ii ::;:<.>::! ............................... .. ................................:........:...:::.:.::::.:::............... :: .:::::::::: ::::::::>:;.: i:.::.i:.::.i::.iii::;;:.i:. :.i:.i:.i:.ii:.i::;.i:::::::..::::::::::::::::::::._:::::::::::::::::::::::.::::::::::::::.::.::::;.i:iii........ ::::::::.............:::::::.:::::..:.::.::.::.::::::::::::::::::::::.::;:.::::.:::::::::::::::::::: ca t Un es::>;<::;<::»:<:::::.........;::::>;::;>::;<::;>:<::::>::>::>;::::>::»»»:<:>::>::>::>;::;::;::;::;::;>«<:::<::::::::>::«::>::>::>::>::>::>::>::>::;::;:;::<:;::<:::»;::;::;::;;::; ..:,:::::::.:............... ::::::::::.::.::: :::::::::::.::::::::::::::::::::::::::.::::::<::.::.;:.;i:.;:.;:.::.::.::.;:.:.:.:.;:.i:.i:.ii:.>:.:.;:::::;.:.»:<.;:.;:.::.i:.i:.::.i:.i:.ii:.i:.i:;<:<:::::.. • Current Planning Activities 1,304 Review of land use applications within Redevelopment Project Areas. • Central Permit Counter Support ' 432 Support of Central Permit Counter by Redevelopment Agency staff. • Program Accounting 924 Support of Redevelopment function through fiscal controls and budgeting. VA:dg pertm97.rp1 (5/27/97) 1-17 PROGRAM/DESCRIPTION PERSON HOURS Program: Redevelopment • Pleasant Hill BART 1,010 The principal objectives for the Pleasant Hill BART Station Area Redevelopment Plan are to: (1) improve, land use and development; (2) improve transportation and circulation of traffic; (3) promote urban design which will project a positive image and have regional and local identity; and (4) provide for a mix of employment and residential land uses, including affordable housing. • North Richmond 680 The principal objectives for the North Richmond Redevelopment Plan are to: (1) revitalize and expand industrial and employment related development; (2) develop a neighborhood commercial district and expand community facilities; and (3) upgrade deteriorated housing and stimulate the construction of affordable housing. • Bay Point 970 The principal objectives for the Bay Point Redevelopment Plan are to: (1) stimulate the construction of new affordable housing; (2) upgrade and rehabilitate existing housing units and the development of community facilities; (3) provide major infrastructure improvements; (4) expand and revitalize commercial development; and (5) stimulate new industrial development. • Oakley 970 The principal objectives for the Oakley Redevelopment Plan are: (1) fund transportation and circulation improvements, particularly those related to State Route 4 deficiencies; (2) upgrade inadequate public and community facilities and infrastructure; (3) upgrade and rehabilitate existing housing units; and (4) stimulate new light industrial and commercial development. • Rodeo 680 The principal objectives for the Rodeo Redevelopment Project Area are to: (1) facilitate the revitalization of an existing older and historic old commercial downtown; (2) fund circulation and transportation movements; (3) improve public and community facilities; and (4) provide for the upgrade of deteriorating housing stimulating the construction of new infill housing. VA:dg perfm97.rp1 (5/27/97) 1-18 PROGRAWDESCRIPTION PERSON HOURS Program: Community Development Block Grants 5,075 Federally funded program that provides funds for upgrading housing opportunities, facilities/infrastructure, and public services in lower income neighborhoods. Program: Housing Administration and planning of housing programs designed to provide decent, affordable housing to County residents. • HOME Program 2,507 Federally funded program that provides funds for constructing new affordable housing, and rehabilitating existing housing for lower income households. • MCC Program Administration 1,136 Review and processing of federal tax credit applications from low and moderate income first time homebuyers. • Multifamily Mortgage Bond Compliance' 200 Review of compliance with lower income affordable housing requirements of Multi-Family Regulatory Agreements for approximately 4,000 rental housing units. Program: Capital Projects Financing 1,206 Oversight and management of new tax exempt bond issues for housing, redevelopment, infrastructure financing, and the financial management of said issues. Program: Economic Development 200 Develop and implement programs to enhance the economic base of the County, and to improvement employment opportunities. Programs include County real estate asset management, a non-profit economic development corporation, and employment linkage programs. VA:dg perfm97.rp1 (5/27/97) 1-19 PROGRAM/DESCRIPTION PERSON HOURS Program: Park Dedication Funds 330 $26,730 Administration of the County's Park Dedication Ordinance, including fund allocation, ordinance interpretation, and program accounting. Program: Mobile Home Advisory Committee Support 120 $9,720 Staff support to this Board-mandated Advisory Committee charged with task of advising the Board on mobile home issues in the unincorporated County and engaging in conflict resolution between park owners and tenants. Program: Tri-Valley Affordable Housing Committee 24 $1,944 Staff support to Committee of elected officials in Tri- Valley Area (Danville, San Ramon, Livermore, Dublin, Pleasanton) developing cooperative solutions to sub- regional housing needs. Program: Staff to Airport Land Use Commission 250 $20,250 State mandated committee that looks at potential airport land use conflicts. Program: Response to Letters from Public/Media via 120 BOS $9,720 Referrals from Board to respond to media. Program: Hazardous Waste 80 $6,480 Hazardous Waste Commission and hazardous waste issues require frequent assistance. Program: Land Management Program 16 $1,296 County has assets that are reviewed periodically for possible disposition. Program: Non-County CEQA/EIR Analysis 150 $12,150 County needs to review other agency EIR's, sometimes with effort sufficient to prepare a lawsuit. VA:dg perfm97.rp1 (5/27/97) 1-20 PROGRAM/DESCRIPTION PERSON HOURS Program: PH BART General Plan Implementation 500 $40,500 PH BART no longer provides any fees, however, issues related to development of the area require staff time and assistance. Program: Ordinance Code Amendments 888 $71,928 Initiated by Board, State law, and local needs. Staff is assigned as necessary. Program: Urban Forest Restoration 12 $972 County participates in area programs to promote ecology. Program: OES Situation Analysis 125 $10,125 CDD participates in emergency training for OES. Program: Transportation Miscellaneous Bicycle Planning: Bicycle planning activities not related 200 to road planning cannot be charged to road fund or $16,200 developer fee accounts, Public Information Committee: The Board has requested 40 departments to participate in a County public information $3,240 program. Park Planning: Interim County Parks, Recreation and (TPD devoted 60 Trails Policies report. Revenues from park dedication hrs to this effort. fees were not specifically available for this effort. Future APD also devoted efforts to develop a master plan to refine and implement significant hours these policies will have a similar funding problem. to this effort). Dept of Energy Foreign Research Reactor Spent Fuel 90 Shipments. $7,290 Sheriff Facility Planning: Development fees are not 60 specifically available to fund master plans for sheriff $4,860 facilities necessary to accommodate that development. Program: Liaison with Cities and Special Districts 1560 $126,360 Many issues exist where County is requested to participate with other jurisdictions. VA:dg perfm97.rp1 (5/27/97) 1-21 PROGRAM/DESCRIPTION PERSON HOURS Program: Assisting with Land Use Litigation 250 $20,250 Staff is often called upon as a witness in land use and CEQA cases when County projects are not directly involved. Program: Staff to Board's Ad Hoc Solid Waste 360 Committee $29,160 Staff to the County Board of Supervisors' Ad Hoc Solid Waste Committee Program: Staff to ContraCostaWORKS Advisory 40 Council and Industrial Advisory Committee $3,240 Board initiated efforts to promote economic development which has not received any funding for 1994. Committees are due to expire at the beginning of 1995. Support the work of the Carquinez Preservation Land 80 Trust, Land Trust of Contra Costa County, and Martinez $6,480 Regional Land Trust Program to implement the County General Plan 480 $38,880 65/35 Plan Analysis 220 $17,820 Program: Administration of Contra Costa County 150 Rent Control Ordinance $12,150 Staff time to administer ordinance, reply to petitions; mediate complaints; answer questions related to the ordinance. Program: Demographics Provide data to the public, staff and other County 250 departments $20,250 ABAG Projections review 40 $3,240 Census preparation 40 $3,240 VA:dg per(m97.rpt (5/27/97) 1-22 PROGRAM/DESCRItiPTION PERSON HOURS Dougherty Valley Oversight Committee, Joint Brentwood 50 Meetings on Cowell Project, Board Liaison Committee $4,050 with EBMUD and Delta Science Center Project, Sheriff (Some funding tied to facilities permits—more thorough evaluation needed Industrial Ordinance including Ad Hoc Task Force 800 meetings $93,500 Billboard Agreements with advertising agencies 50 regarding location of current billboards near schools and $4,050 relocation sites Saturday Night Specials Ordinance (gun ordinance) 55 $4,400 Marsh Creek Preservation Area and Ag Preserve 40 $3,200 Refund of Traffic Fees for Reliez Valley Road 8 Improvements $1,000 Pre-Hearing Briefing Meetings with Applicants/ 85 Opponents on all Projects. $6,800 Affordable Housing/Transit Hub Policy and Regulation 7 Review 4/1/97 . $650 Review of attorney letter on Franklin Canyon Golf 10 Course parcel split $1,220 Review of Protocols for implementation of MACs. 18 $1,380 Establishment of TAC requested by Walnut Creek for 5 creek restoration and creekside trails $475 Permit Streamlining process 210 $16,000 Review and response on Danville Blvd. Preservation 20 involving opposition to advertising at bus stops $1,620. Review with Public Works of Flood Control policies and 3 regulations $240 Mobile Vendor Ordinance 40 $4,880 Off sale Alcoholic Beverage LUP Ordinance & Resultant 80 $7,3001 I VA:dg q perfm97.rpt (5/27/97) 1-23 1 PROGRAM/DESCRIPTION PERSON HOURS Review of School Impact Mitigation "Will Serve" 80 Conditions - East County $7,022 Love a Child Ministries Fee Waiver 26 $2,352 Bus Stop Advertising Signs -Alamo 12 $1,464 _.. _ _ _ . ......................................................... ......................................................... ......................................................... DEPARTMENTAL COST OF UNFUNDED MANDATES 8074 $686 078'. DERE :` DE Q Program: Negotiation/Administration of Solid Waste 5536 Collection Franchises $448,416 The negotiation and administration of Solid Waste and Recycling Collection Franchise Agreements is only partially funded. The County is collecting Franchise Fees in only 50% of the County area. Program: Implementation of Solid Waste Source Reduction 3115 and Recycling Programs required by AB 939 $252,315 Most of the funding for initiating and operating these programs was lost when landfill fees were reduced. Current funding is through Franchise Fees which are only approved for approximately 50% of the unincorporated households in the County. Program: Intra agency Implementation of Biodiversity or 400 Ecosystem Management Component to Land Use Planning $32,400 (policy goal in County General Plan) Some funding is available for project through Keller Canyon Open Space Mitigation funding. However, this includes very little staff time. Program: Staffing work related to the County's Fish and 120 Wildlife Committee (Board mandate) $9,720 $3,000 per year is available from the Game Propagation Fund for this purpose. It does not cover staff expenses. TOTAL DEPARTMENTAL COST OF UNDERFUNDED 8171 MANDATES $747,711 VA:d9 perfm97.rpt (5/27/97) 1-24 PROGRAM/DESCRIPTION PERSON HOURS SPECIAL PROJECTS. Program: County Child-Care Ordinance 60 $4,860 Review the analysis of child care impacts of subdivisions and commercial/industrial projects. Work with developers to find appropriate child care mitigation options. VA:dg per(mF.rpt (5/27/97) 1-25 :l PUBLIC WORKS Program/Description Person Hours CATEGORY ROAD 8 TRANSPORTATION(80000) 'Che Road and 7`ransportation category coritains all of the Department's actnntie9 relating to tt e roads and transportation issues including maintenance;capital lmprovements,advance egu,eenng,and planning. The bl %ve:'mtvInancea . implement need infrastructure, rtaxunize the effiaency of the'infrastructure already in place,and maintain thein place infrastructure in a safe and usable condition: The;Road and Transportation category is ivided into seven r rams. Program: General Road Maintenance(60100) 67,252 The General Road Maintenance Program provides the routine maintenance work needed to keep the 740 miles of roadway and 111 bridges in the unincorporated area safe and functional. This program contains all of the road maintenance activities except for pavement maintenance which is contained in a separate program. Program: Pavement Maintenance (60200) 37,439 The Pavement Maintenance Program provides for the patching and replacement of deteriorated pavement and the preservation and rehabilitation of pavement through the application of various surface treatments. The objective of the program is to provide a smooth and safe riding surface for today and into the future at the least cost. Program: Road Capital Improvements(60400) 46,106 The Road Capital Improvement Program provides the engineering, right of way acquisition, and construction of road improvement needed for safety and capacity to meet the increasing demand on our road infrastructure. . Program: Traffic Operations(60500) 6,587 The Traffic Engineering Program provides for the efficient movement of vehicular and pedestrian traffic in a safe manner through the application of professional traffic engineering expertise and practices; and to collect and maintain sufficient, pertinent traffic data to provide necessary information for decision making in traffic management. VA:dg perfm97.rpt (5/27/97) 1-26 i Pro ram/Descri tion Person Hours Program: Road Engineering (60600) 7,627 The Road Engineering Program provides the engineering and liaison required in the implementation of the road infrastructure. This includes coordination with the State,cites, Metropolitan Transportation Commission (MTC)and other agencies. It also provides for grant applications required for State Federal funding and alignment studies for various County roads. Program: Advance Engineering(60700) 3,987 The Advance Engineering program provides the advanced road engineering and studies necessary to develop a project. This program also provides for short,quick ad hoc studies that might arise from day to day. It also includes development of the County bike system,continuing development of the road budget, and participation in developing a seven year County Road Improvement Program project list. Liaison is provided with various agencies for the East County Corridor, Route 93, and the Willow Pass Grade Ultimate Project. This program also provides continuing updates to the areas of benefit. Program: Road Information and Service(60800) 6,413 The Road Information and Service Program provides services to the general public,such as records search and road information, right of way descriptions,dedications, monument information, etc. This program also includes financial assistance to the Community Development Department for funding advanced road planning studies. The program further funds special projects such as revisions of standard plans, bridge inventories, updating the project log and updating County areas of benefit. Subdivision applications and development permits are reviewed for traffic safety and operation, and conditions of approval are forwarded to the Community Development Department. This program also provides for the road vacation services requested by the general public,developers,and maintenance staff. VA:dg perfm97.rpt (5/27/97) 1-27 I III Program/Descri tion Person Hours __ _ _ CATEGORY: DRAINAGE(61000) The Drainage category contains all of the Departments acti..... relating to non-road tJrainage; incfiuding maintenance of County and Flood Control District fealties,capitafi irnptovernents, advance ertgineenng and planning. The objective is to finance and implement needed drainage in1frastructure,maximize the efficiency of the infrastructure in place,and maintaining 811 existing facilities to;insure cohtinued service to the community:; The Drainage category is divided:into hire rams. Program: Flood Control Entity Maintenance(61100) 12,306 The Flood Control District Maintenance Program provides drainage maintenance of the drainage systems owned and operated by the various Flood Control District entities. These facilities generally consist of large channel systems and flood retention facilities. The maintenance work in each entity is funded by that entity through a share of the 1 percent (1%) property tax,service charge, or Special District Augmentation Funds. Program: County Drainage Maintenance (61200) 4,507 The County Drainage Maintenance Program provides drainage maintenance for County owned drainage facilities in the unincorporated County area and for County Service Area M-23 (Blackhawk). The County Drainage Maintenance Program is proposed to be funded by the unincorporated County area Stormwater Utility Assessment. The CSA M-23 drainage maintenance is funded by its share of the 1 percent(1%) property tax collected in the Blackhawk area. Program: Drainage Improvements-Design/Construction 13,173 (61300) The objective of the Design and Construction program is to implement regional drainage improvements in areas of deficient drainage to relieve flooding and resultant property damage. Implementation includes project design and construction and acquisition of proiect rights of way. VA:dg perfm97.rp1 (5/27/97) 1-28 Pro ram/Descri tion Person Hours Program: Advance Engineering(61400) 3,120 The objective of the Advance Engineering Program is the establishment of Flood Control District Drainage Areas or Flood Control Zones and the adoption or amendment of Drainage Fee Ordinances or Benefit Assessment used to fund the construction or maintenance of storm drainage facilities. Program: Project Development(61500) 5,893 The objective of this program is to provide the engineering or liaison personnel needed to complete preliminary planning for local,developer,or federal projects. Program: Development/Maintenance of Hydrology 2,080 System(61600) The objective of this program is to provide the staff and equipment necessary for the collection and reduction of hydrological data and development of hydrological programs and standards for Contra Costa County. Program: Drainage Information and General Services 4,160 (61700) The objective of this program is to assist the public, County and city in drainage matters,including the review of development activities. Program: Stormwater Pollution Control(61800) 6,933 The objective of this program is the administration of the Contra Costa Cities"County'District Stormwater Pollution Control Program's Joint Municipal National Pollutant Discharge Elimination System (NPDES) Permit and the coordination of the unincorporated County's NPDES Best Management Practices. Program: District Administration (61900) 1,733 The objective this program is the administration of the Flood Control District as it relates to claims, insurance hts of way and equipment. VA:dg perfm97.rpt (5/27/97) 1-29 I Program/Description Person Hours CATEGORY: ENGINEERING SERV.ICES;(64100) 't#re Engineericg Services category contains all of tare Department's activhies relating to the County tand 4046,oOrrlent process,the numerous special'districts managed by the Public Works De artment excludin"the Flood Control Distract and miscellaneous technical services. _ _ _.. Program: Development Applications(64100) 5,547 This program provides for Public Works Department review and preparation of recommended conditions of approval for various types of development. This function includes coordination and consultation with the development applicant as well as other Public Works staff, Community Development Department, Planning Commission, and the Board of Supervisors. Program: Development Engineering (64200) 18,547 The Development Engineering Program provides for the review of development plans as required by the various County Ordinances and the Subdivision Map Act and inspection of all public and some private improvements. The review includes improvement plans, parcel maps,final maps, and other documents relating to the development of property within the County. The review ensures that new public improvements comply with Department standards to minimize maintenance costs and provide serviceable facilities for the safety and welfare of the public. Program: Permits(64300) 347 A central permit engineer reviews,issues and administers encroachment,drainage, overload and road closure permits to the public and other agencies. Inspectors from the Construction Division inspect the permit operations to ensure compliance with'permd requirements. The service is primarily to protect the rights and obligations of the Department, but also provides protection and safety to the public from substandard,inadequate and/or dangerous activities of others. VA:dg per(m97.rpt (5/27/97) 1-30 Pro ramlDescri tion Person Hours Program: Special Districts(64400) 13,866 The Special District Program provides administrative services to the public in the unincorporated areas of Contra Costa County and to other County agencies. Various agencies of the County,including the Public Works Department,and the public(usually homeowners and business owners)on occasion wish to use assessment district procedures to finance and construct public improvements such as streets and drainage. In some cases the work desired is geologic stabilization or undergrounding of utilities. Administrative services include chairing the County Assessment District Screening Committee,assisting In the Assessment District formation process, facilitating dispersal of funds,and segregating the bonds as necessary. Program: Redevelopment Agency(64500) 173 The objective of the Redevelopment Agency Program is to provide engineering services to the Redevelopment Director as required to plan and construct the infrastructure required by the various adopted redevelopment plans. It also includes the acquisition of parcels of land necessary for the,, construction of public and private improvements that conform to the adopted plans. The program also provides for engineering assistance in the development of proposed plans. Program: Sanitation and Water Districts(64600) 520 The Sanitation and Water District Program provides sewage collection and treatment and water system management to unincorporated communities. The object of the program is to promote the health and safety of the communities through collection and disposal of sewage and the provision and mana ement of potable water systems as needed. Program: Technical Services Program(64700) 15,253 This program provides engineering services to the community through the maintenance of records, survey data,and various types of maps and geographic data. This program also includes the Departments computer operations.This group contains the County survey function,monument reservation ma in and record keeping activities. VA:dq perfm97.rpt (5/27/97) 1-31 i� Pro ramlDescri tion Person Hours CATEGORY PUBC WORKS OTHER SERVICES{66000) 'the Pubic Vltorks Cather Services category corytaths the misceilanerus furifions that do pot fit`: camrenientiy into one of the previous categories: These programs are generatiy support services''and asst thedepartmerrt staff to carry out their issiorae Martiy efthe items are funded by the department overkead charge rich is mciuded sr alt ram activvities Program: Administrative Services(66100) 9,360 The Administrative Services Program provides the support activities necessary to ensure that the Department's mission is accomplished legally,safely and in an efficient manner. Program: Outside Real Property Services 9,533 (Non-Engineering) (66300) The Public Works Department provides Real Property Services to other County Departments and other jurisdictions within the County, such as cities and special districts, which do not have the expertise and/or trained professional staff to do their, own real estate work. vn:dg perfm97.rpf (5/27/97) 1-32 PRp19RdW)PzramT7nlu rEKSuiV HOURS UNDERFUNDED MANDATES Program: Petroleum Product Pipe Line Franchise Fees Resulting 19 413 From Use of Road Rights-of-Way ' ` We receive some revenue from new franchise applications to cover our 8P,olicstibn Processing costs. .The cost shown is net atter revenues. Program: Administration of Federal Flood Insurance Programs for 105 385 Unincorporated County Areas ' ' Our data on costs and revenues is for less than six months. We estimate our net unfunded cost as$44,000 based.on the current fee structure. Program: Reviewing Filing of Comer Records 67,945 ` State law resfricts the amount of fee that can be charged for this activity to $5/application. We received$1,500 in fees with$29,600 in expenses. Annual cost is Net Cost, UNFUNDED MANDATES Program: Preparation and Exercising of Emergency Response Plan 77,652 Includes parficipafion in OES exercises. Program: Minority and Women Owned Business Regulations 137,277 ' Does not include Construction Division review time on individual projects, nor higher contract costs due to MBE/WBE requirements. VA:dg perfmP.rpt (5/27/97) 1-33 C-1 op N .►•" � U V " N N72, � •� W O ccs �C! •� z• v y V °?, P� `� Al In PA 46 tr NP• U ' `� o 'er W �aaV Z Q � A IZ co 7-1 CM CA VA Q�Q 7 �j t � a s � O ©`� v �'��, •ash �� �, V Vd �W �v' r c�U vo UO.AOA � 4 xp O �E In -Rog zoo-- 0 W a z 0 a T F t L G Ck^^ CA d sc sA d \./ NOO a t Y � va c, d ♦3 c, d Cy Z � Z c4�d Z G s = = L r a G dE t ts� G V U 7G < o > 3 C a" t.. Z tia .et as •• � � a .r c77 r N CO •C t,n _ Q N N E o t)r 0 o � 6F o Fw �> y u i „ga3 om o P�gg�:g d M E n c w� #gym CL � 3� c-S, w CL FM R Q F � p o„o >a -In 8�� o _ .¢#: � F 5 �= C� ra ONS F 6i6 N JE N U O 4 c u z= yam v a XnFdo�ot �^ v n rn sT E: II PARTNERSHIPS In order to efficiently and effectively respond to community needs in the redevelopment, housing, and community service areas, the Community Development Department has relied on partnerships. The partnerships are with community based organizations, the private sector, other public agencies, and community residents. Partnerships work best in situations where both the County and its partner have both a policy and financial interest. Partnership activities related to redevelopment,. housing, community development block grants, and economic development, solid waste, bicycle transportation, and water. They include: Public/Private • Over forty contracts with community based organizations for the funding of public services including youth, senior, crisis intervention, and housing/homeless services. Many of these agencies are funded by other County departments. • First source hiring agreements with private employers receiving redevelopment and/or housing assistance. The agreements include partnering with the County's Private Industry Council and, in the North Richmond area, Rubicon Programs, a community based organization. • Partnering with non-profit housing development corporations has become the major way of achieving the new development of permanent affordable housing for very low income households. Critical to this is the use of local funds (redevelopment, CDBG, HOME, etc.) with federal low income housing tax credits, which are sold to private investors to generate millions of dollars of private capital. • The Pleasant Hill BART Station Area is the finest example of a true public/private partnership for a large scale development program VA:dg per(m97.rpt (5/27/97) 1-38 in the County. 'The combination of significant Redevelopment Agency investment, public financing, and private investment is necessary to achieve transit-based planning goals. The partnership with local property owners and adjacent jurisdictions is being tested as vested local interests, rather than broader public policy interests, assert primacy. • A major function of redevelopment is to upgrade the infrastructure in existing communities. Over$14 million.in Agency funding in the 1996-97 budget is devoted to such projects. Much of this is done in partnership with the County's major infrastructure agency - the Public Works Department. Some of the partnering is done with local special districts. • Partnering with adjacent cities has potential for more effective service delivery as well. The Redevelopment Agency has a long history of joint programs with the City of Richmond for North Richmond. Interjurisdictional coordination related to security and vandalism in the Pleasant Hill BART Station Area is being pursued. • Joint planning is conducted when issues clearly effect County and City interests. Pleasant Hill BART has embodied joint planning concepts from its inception. The Bay Point BART joint planning program with the City of Pittsburg and BART follows on this model. Joint planning has also been used in North Richmond for the shoreline, and in the enterprise community application to the federal government. • Mortgage lending programs (Mortgage Credit Certificates and Single Family Bond Financing) involve over 200 mortgage institutions, over 50 new home builders, and over 1,700 first-time home buyers and sellers. This partnering has generated over $200 million of mortgage activity in recent years. Recently, the State of California made substantial changes that nearly eliminated the ability of the County to conduct this valuable program. VA:dq perfm97.rpt (5/27/97) 1-39 • The Recycling Market Development Zone (RMDZ) is a partnership with the cities bordering the west, north and east portions of the County, formed with the purpose of attracting new businesses to the area or encouraging existing businesses to increase in size. • The County has joined with 5 Central County cities to form the Central Contra Costa Solid Waste Authority which franchises with private haulers to provide for solid waste services. The partnership provides greater negotiating strength when working with the haulers and a greater consistency of services and rates for residents. • The County franchises with private solid waste haulers to provide for , solid waste, recycling and greenwaste services to unincorporated area residents and works with local Sanitary Districts and Service Districts to provide for Memorandums of Understanding (MOU's) and Local Advisory Committees. • At the direction of the Board of Supervisors, Community Development, Public Works, and Health Services executed a Memorandum of Understanding to coordinate their responsibilities for bicycle projects and programs. The activities of these Departments are integrated under the moniker GO BIKE! The goal of GO BIKE! is to increase the use of bicycles by five times the current level. This goal was established by the Countywide Bicycle Advisory Committee. GO BIKE! will achieve this goal through actions taken by the County and through partnering with other agencies that .are implementing bicycle transportation projects locally. • Water Agency - Bay Planning Coalition - California Marine Navigation Committee - Ship Channel Navigation Projects (County and industry) VA:dg perfm97.rpt (5/27/97) 1-40 Interjurisdictional • The Recycling Market Development Zone (RMDZ) is a partnership with the cities bordering the west, north and east portions of the County, formed with the purpose of attracting new businesses to the area or encouraging existing businesses to increase in size. • The County has joined with 5 Central County cities to form the Central Contra Costa Solid Waste Authority which franchises with private haulers to provide for solid waste services. The partnership provides greater negotiating strength when working with the haulers and a greater consistency of services and rates for residents. • The County franchises with private solid waste haulers to provide for solid waste, recycling and greenwaste services to unincorporated area residents and works with local Sanitary Districts and Service Districts to provide for Memorandums of Understanding (MOU's) and Local Advisory Committees. A consortium consisting of the County and several Cities has proved to be the most cost efficient means of providing for home composting workshops for area residents. • Planning for several Bay Area Wide source reduction and recycling programs includes representatives from several cities and counties throughout the Bay Area. The County has participated at the planning level and is providing program coordination functions to the Cities within the County. • East Contra Costa Regional Fee and Finance Authority: The cities of Antioch, Brentwood and Pittsburg and the County established a Joint Powers Authority to manage the expenditure of developer fees for the purpose of constructing regional transportation improvements in eastern Contra Costa that will help accommodate new development. This year the Authority adopted its first VA:dg perfm97.rp1 (5/27/97) 1-41 1 strategic plan that established priorities for spending $180 million in fee revenues during the next 25 years. • South County Joint Exercise of Powers Agreement: The cities of San Ramon, Danville and the County executed this agreement to govern the sharing of developer fees for use in constructing regional transportation improvements in the San Ramon Valley that will serve new development. • Regional Transportation Planning Committees: The County has executed various agreements with every city in Contra Costa, forming committees of elected officials to cooperatively address transportation planning issues in West County (WCCTAC), North Central County (TRANSPAC), Southwest County (SWAT Committee), the Tri Valley area (TVTC) and East County (TRANSPLAN). • Contra Costa County Congestion Management Agency: The County has executed a cooperative agreement with the cities of Contra Costa, designating the Contra Costa Transportation Authority as the Congestion Management Agency for Contra Costa. This agency provides a countywide forum to cooperatively address transportation planning and spending priorities. • Water Agency - Ship Channel Navigation Projects (Federal&county; County&City of Richmond) - Biodiversity Projects (6 agencies) - San Luis Drain Projects and Lawsuits Delta Science Center - East County Water Management Association (11 agencies) VA:dg perfm97.rpt (5/27/97) 1-42 DEVELOPMENT OF GOALS This process concerns many, as evidenced in recent years by books on the subject and the search across all institutions to evaluate purpose. Public Works spends significant time addressing challenges to road improvements, which departs from its traditional goal—transportation improvement. Community Development must address numerous interests, including those opposed to neighbors, suburbs, development, efforts to guarantee union employment, and demands for contributions. Staff, hired to plan and guide, may find themselves embroiled in confrontation. Building Inspection is responsible for maintaining regulations. Their activities must balance voluntary compliance with progressive regulatory action and often feels itself to be the scapegoat of last resort. In all situations, it is critical to clarify the purpose and the priority of the department, so that departments spend less time explaining their actions and department efficiency can be enhanced. Efficiency is the first casualty of contradictory direction, multiple top priorities, unpredictable consequences, ad hoc decision making, and confusion over chain of authority. Intellectually, administrators can accept contradictory direction, but it cannot get implemented on the line staff level is unpredictable. This is a continuous problem within an agency as dynamic as GMEDA. Staff must continually challenge itself to realign, redefine and redesign ---and let the world know why. Therefore, goal setting must occur on every level and must reconcile day-to-day functions, long term objectives and incident crisis. Goals must include operational understanding to implement policy: A vote to create a 26 hour day, but will be tough to implement. Staff operates within a bureaucratic system. Such a process is designed to be consistent, thorough, and fair. If direction from the top disrupts the process, the direction will cause internal conflict. A common question from staff is, "Why do we have rules if we don't follow them?" When staff proposes a change in direction, staff reviews and modifies procedures by allowing line staff to be included in effectively resolving issues and VA:dg perfm97.rp( (5/27/97) 1-43 problems rather than imposing solutions. Direction occurs as, "Here is the goal, let's put together a plan to achieve it as expeditiously as possible," rather than, "Do it this way and get the following result." The first approach has more chance of success. The second approach may make it more difficult to achieve the desired objective. In such cases, the desire for control.of the process often supersedes the objective itself. There are people who resist any change. It is management's responsibility to resolve problems within the existing rules even where it requires change. When staff is directed to follow a process, the ends may play out on their own. This may or may not be consistent with the intent. "We want you to do it this way. Let's monitor the results and the problems that occur." This is an appropriate approach. Staff cannot control outcome if they are forced to accept means that are not integrated with their operations. Where both goals and means are dictated, staff will follow direction, but staff is relinquished of responsibility for success. There is no buy-in regardless of threat. As procedures become progressively more cumbersome, expensive, and marginally productive, staff can lose the drive to succeed. "If those who direct us don't care about our output, why should we?" Any new requirement should undergo some scrutiny as to cost/benefit. This dynamic is common to an institution with multiple interests, objectives and agendas. Staff success lies in developing and implementing goals with maximum internal consensus. Goals that are unclear, retain contradiction, require clarity, or refuse consensus, should remain on the concept level until the issues of fundamental conflict are resolved. This generally requires better clarification of purpose and priority. Once resolved, staff must negotiate its implementation internally. Once implementation is laid out, staff must accept required changes in its operations. The Agency oversees redesign of departmental operations, development of projects, resolution of community conflicts, assistance to the County in developing focus and direction, seeking to create opportunities for the VA:dg perfm97.rp1(5/27/97) 1-44 County, and protecting County resources. The current goals of the agency within the scope of its authorization can be divided into three categories: Institution-Building, Operations, and Projects. Institution Building For the Agency, institution building occurs on a countywide basis with countywide issues. The agency seeks to expand the capacity of the County to deal with problems. The County must improve the way conflicts are balanced and resolved. Developers versus school districts, disputes over the proper use of CEQA, due process guaranteed to developers and the protection of health and welfare guaranteed to neighbors, the ability of people to participate versus protection against intentional disruption and delay of proceedings, rights of haves and have-nots have all become Countywide issues with Countywide implications. The County as a whole will consider these extended problems rather a planner, engineer, or inspector. To respond to these issues, acknowledging that some may be currently unresolvable, the Agency seeks to assist with the following: 1. Clarify issues -- What do we think is really going on. What forces are in play, who are the potential winners and losers? The Agency divisions must rededicate themselves to seek the widest reasonable perspectives to insure an understanding of the issues. 2. Identify County interests -- What are the County's interests? It is rare that the County has a single interest amidst all constituencies. Analysis of interests is vital to conflict resolution. 3. Enhance County capacity -- Question ability to perform as a department, as management staff, and as problem solver. Analysis of departmental operations, training in administration perspectives and methods and decentralization of authority and responsibility are currently underway. VA:dg perfm97.rpt (5/27/97) 1-45 4. Find areas of compromise -- Where can common purpose create allies among rivals? Rather than grand ventures, the Agency seeks smaller improvements that solicit mutual benefits rather than individual triumphs. For instance, staff does not attack city projects in order to gain leverage, staff offers recommendations for solutions to problems identified. Operations 1. Take measures necessary to transfer development review activities to Sierra Systems' operations. 2. Seek to improve management capacity of GMEDA and county middle management employees---rules, roles, responsibilities through course work and group session dialogue. 3. Evaluate and redirect activities within Building Inspection and Community Development. Projects 1. Make sense out of code enforcement expectations, revenues and operations. 2. Review and redesign roles and operations in Building Inspection prior to arrival of new director. 3. Reevaluate funding and operations of Community Development in light of current fiscal problems. 4. Change policies, ordinances, and procedures to reduce the frustration experienced by all sides in aspects of the development process. VA:dg perfm97.rp1(5/27/97) 1-46 1 Public Works Goals Institution Building Public Works engages in constant review of its operations, which by all accounts is a sign of a successful institution. An institution in denial or steeped in secrecy or eager to establish blame is one that undermines itself and its purpose. Introspection often begins with "what's wrong with us?" This leads to painful but productive answers if there is sufficient trust to have people tell the truth. Public Works has gone far beyond this stage. Public Works has developed a strategic plan with a vision statement operating principles and strategic goals located at the end of this section. The implementation of this plan has consisted of expanding its review to affected departments and agencies and throughout all staff. Senior staff have prepared through pieces and specific operating principles. The strategic plan is reviewed in the context of all major decisions and used as part of the orientation program for all new employees. A process has also been developed when conflicts occur with the strategic plan that requires forms on the issues. Staff is allowed to challenge administration when plan issues are not followed. Operations 1. Pursue increased salaries for engineering managers and other incentives to stay within Public Works. Over the past several years, salaries have slipped relative to neighboring counties, and that -- coupled with the limited future income of the Tier II retirement system -- is providing a tremendous incentive to some of my top managers to look elsewhere for employment. Division Heads and Senior Civil Engineers are actively interviewing for positions with other nearby local agencies. Public Works has developed some of the top engineering managers in the Bay Area. Public Works prefers giving them a small salary increase rather VA:dg per(m97.rp1 (5/27/97) 1-47 1 than enduring the expense of recruiting. Public Works continues to identify other reasons to stay such as the potential for promotion. 2. Place high priority on recruiting a new Airport Manager. Because the airport is self-funded and has a sizeable budget, close attention to its management and an understanding of funding resources is necessary. Division Heads have been rotated to provide new training and opportunity. 3. A Division Head in Flood Control has been moved to provide the longest possible time for transfer of knowledge from Milton.Kubicek who will retire next year. 4. Continue assigning quality process improvement teams to specific problems. Most recently, sign-making and maintenance has been a successful recipient of quality process improvement suggestions. Projects 1. Reduce parochialism of maintenance division. 2. Establish mechanism to comply with Proposition 218. 3. Commit adequate resources to large decision projects underway to finish on schedule. 4. Find means to contrive to expand and enhance 615 systems capability. Community Development Goals The Community Development Department is beginning to spend less time on its statutory goal and spend more time on managing conflict. Based on the government code, land is an exhaustible resource. The purpose of planning is to insure its preservation and use in ways which VA:dg perfm97.rp1 (5/27/97) 1-48 1 are economically and socially desirable in an attempt to improve the quality of life in California. To this end, planning seeks to arrange buildings, roads, and other society-made structures on the ground so that society can function efficiently and effectively. In such an effort, Community Development must manage shrinking financial resources, loss of experienced staff due to burnout, demands by developers to extend discretion, demands by citizens to allow them veto, demands by special interests to attain favorable concessions, demands by attorneys to accept new interpretations of law; and demands by everyone to purse new initiatives. Institution Buildinq Community Development would like to see all new initiatives proposed at the time of budget as they are in most other departments in accordance with normal budgeting expectations. Should a new ordinance, plan, study or other initiative be proposed, the first action should be a request for staff to provide a scope of work and anticipated cost. If the item is not budgeted, a loan should be made to cover costs from the general fund until a designated funding source can be formed to reimburse the funds expended. Operations 1. Ensure General Plan conformity. 2. Complete area wide rezonings to facilitate general plan implementation (e.g., P-1 in West Pittsburg). 3. Maintain Fee Ordinance consistent with the General Plan. 4. Preserve quality of life, including environmental protection. 5. Ensure compliance with CEQA and seek predictability of CEQA. VA:dg perfm97.rp1(5/27/97) 1-49 1 6. Review of Development applications then provide guidance and direction. 7. Ensure that there is adequate infrastructure to support development. 8. Devise redevelopment strategy in blighted communities. 9. Seek jobs---a housing balance by promoting employment opportunities and adequate affordable housing. . 10. Shift staff to where funding exists. 11. Resolve all applications over 3 years old to eliminate backlog and bring resolution to outstanding issues. Department Operations These actions will allow Community Development to maintain control over its output: timeliness, quality and efficiency. An effort will be made to evaluate everyone's workload, expectations and output to enable staffing decisions to be made. VA:dg per(m97.rpt (5/27/97) 1-50 Proiects General Plan Follow through on the implementation actions called for by the Implementation County General Plan. Proceed with implementation measures specified in the General Plan, including the growth management/monitoring program specified in the General Plan's growth management element. Redevelopment: To upgrade and improve infrastructure, facilities, housing and employment opportunities in blighted areas in North Richmond, Oakley, Pleasant Hill BART, Rodeo, and Bay Point. Housing: Administer and plan housing programs designed to provide decent, affordable housing to County residents including First Time Homebuyer Assistance/ MCC's/Bonds, HOME Program, CDBG/Housing, Housing Element, and Multi-Family Bonds. Community Administer Federally funded program that provides funds for Development upgrading housing opportunities, facilities/infrastructures, and Block Grants: public services in lower income neighborhoods. Economic Develop and implement programs to enhance the economic Development: base of the County, and to improve employment opportunities including Business Retention Programs, Business Attraction Programs, Contra Costa Resources Development Corp., Asset Management, and Employment Linkages. Capital Projects Finance major infrastructure through the use of the tax exempt Financing: bond markets. Park Dedication: Administration of the County's Park Dedication Ordinance, including fund allocation, ordinance interpretation, and program accounting. Keller Canyon Host community mitigation funds resulting from the Keller Community Canyon Landfill. Supports projects that enhance the services Mitigation Funds: and facilities of Bay Point and Pittsburg. VA:dg per(m97.rpt(5/27/97) .j, Building Inspection Goals The Building Inspection Department is traditionally oriented to the Inspector class. Contractors submit plans and inspectors make sure codes are followed through periodic checks. As buildings have become more complex, the inspection function has had to become more specialized. Transition from a traditional hierarchical style of management to a collaborative management style. Plan checkers, structural engineers, record keepers, computer analysts have all been added to improve the demands on the department. Building Inspection function has greatly expanded. Building Inspection is also responsible for code compliance neighborhood preservation programs, weatherization programs, and abatements. This means that the Department has many dimensions and interactions with other departments and organizations. The organization of the Department has been traditionally tied to support for the inspectors. The organization has added on others but operations have not been integrated or considered from a systems perspective. In addition to maintaining and enhancing specific operations during the period of gap between directors, an opportunity to review department activities needs and operations has become possible. The entire operation has.been placed under review. Institution Building 1. Issues related to priority, personnel management, operational efficiency and policy consistency have become problems in the Department. A collaborative style is seen to allow divisions to shoulder more responsibility to create better avenues of cooperation and to promote greater consistency in handling personnel. 2. Establish a direct relationship among job specifications, thresholds for promotion, performance reviews and training. VA:dg perfm97.rp1 (5/27/97) 1-52 1 3. Improve coordination'and communication. 4. Continue to expand coordination with departments performing related operations. Meetings with the Building Inspection division and the Application and Permit Center (APC) counter, grading, and code enforcement for improved coordination have begun and must continue until improvements occur and conflicts resolved. 5. Improve functional relationship of Department needs, staff expectations, changes in physical layout, personnel assignments and procedures to promote consistency and predictability. 6. Clarify the purpose of rules: a. Rules are predictable ways of doing things developed as a result of experience. If circumstances change, then the rules can be reviewed to determine whether the appropriate response is excessive, rule change, or rule maintenance. b. One role of managers is to develop rules. They should do so with the participation of all staff. When people are involved in the rule making process, they are more likely to follow them as they will understand the basis of the rule(s). Changing rules due to changing circumstances is a difficult task. The input of staff forces consideration of consistency. 7. Separate organizational rights and needs from individual rights and needs. Adjusted to operating efficiency and effectiveness if the organization comes from experience-based rules. The execution of rules must be done with reasonableness and civility. The individual is allowed to follow their tastes, preference, culture, style, sense of dignity, personality, and perspective. The individual must be given the distinction between what is voluntary and what is not. Different individuals bring different benefits to the VA:dg perfmRrpt (5/27/97) 1-53 1 organization if they can be discovered and enhanced. The operating efficiency/effectiveness of the organization is likely to be in conflict with some individual desires. The balance point lies between whether the organizational need can be expressly related to any problems caused by employee preference and secondly whether the employee preference is actually a protected need (i.e., disability or other area). Therefore, all such decisions to be adjudicated between organization need and employee desires must include reasoning and evaluation and be placed in writing. As the organization makes rules, they must ensure they are in context of organizational needs and responsibilities, while keeping in mind the individual rights. The concept of"I'etat c'est moi" (I am the State) is contradictory to a government institution in a democratic society. Managers have authority because they are supposed to understand the rules, and have the authority and responsibility for the smooth operation of the department. A manager that does not understand the rules may be subject to losing authority. Building Inspection must avoid violation of due process and must have rules/policies in writing to avoid legal liability. Building Inspection must have an organized library of policies, code interpretations available to refer to and to copy as needed for anyone interested. Operations 1 . Bring Sierra System on line with concomitant work plan, staff training and flow improvements. 2. Reorganize budget to reflect current payment for future work. 3. Make changes required to enhance a collaborative process. Projects 1. Implement changes in code enforcement as directed by the Board of Supervisors and reconcile funding to close the gap between expectations and revenues. 2. Administer weatherization program cost-effectively. VA:dg per(m97.rp1 (5/27/97) 1-54 SECTION II RESOURCES SECTION IIA - FINANCIAL RESOURCES The following pages detail the Agency departments' financing by Budget Unit No. VA:dg perfm97.rpt (5/27/97) u COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET.FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- WIDGET UNIT: GENERAL ROAD FUND REVENUE CLASSIFICATION: BUDGET UNIT NO. : 0006 FUNCTION: PUBLIC WAYS 6 FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 tttttrttttrttttrttrttrrt**ttrttrttrrtrrrrrtrttrttrttttrtttrttrtrrtrrtrrrtttrtrrt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ GENERAL COUNTY FINANCING 12,880,608 14,363,196 13,808,500 13,808:500 ------------ ------------ ------------ ------------ TOTAL FINANCING 12,680,608 14,363,196 13,808,500 13,808,500 a-a--a--a--- a-aa--Sona-a a-a•-aasaaa- ------------ POSITIONS 0 0 0 0 Purpose Statement This budget unit includes the revenues which funds Road Fund activities budgeted in Road Construction (0662) , Road Maintenance (0672) , Miscellaneous Property (0674) , and Administration (0676) . The predominant revenue is from gas tax but also includes interest earnings, property sales and fees. Summary of Budget Actions No adjustments were made to the Proposed Budget . VA;dg perfmV.rpt (5/27/97) 11-2 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: CO DRAINAGE MAINTENANCE CLASSIFICATION: BUDGET UNIT NO. : 0330 FUNCTION: PUBLIC PROTECTION FUND: GENERAL FUND ACTIVITY: FLOOD CONTROL 4 SOIL CNSV FUND NO. : 1003 ++rt+trtrrtrrrett+t+r++rtttrtttttttter*rttrrttttrret•+++ertr+++t+ttt+t++trttrrrr FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 ---------------- --- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 253,353 372,245 449,965 449,965 OTHER CHARGES 32 18 35 35 FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 253,385 372,263 450,000 450,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 253,385 372,263 450,000 450,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 259,794 364,580 450,000 450,000 ------------ ------------ ------------ ------------ NET COUNTY COST (6,409) 7,683 sass::a:sass sssssss:ssss ssssssssssss sssssassasss POSITIONS 0 0 0 0 purpose Statement To maintain County owned or operated drainage facilities and provide engineering assistance and advice to citizens regarding drainage matters . ,Summary of Budget Actions No adjustments were made to the Proposed Budget. VA:dg pertm97.rpt(5/27/97) 11-3 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT'FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: BLDGS INSP LAND DSVLPMNT CLASSIFICATION: BUDGET UNIT NO. : 0341 FUNCTION: PUBLIC PROTECTION FUND: LAND DEVELOPMENT FUND ACTIVITY: PROTECTIVE INSPECTION FUND NO. : 1103 rrrrrrrrrrrrtrrrtrtrt+rttrtrt++++r+tttrtrttrr:rrrtrrttrtrrrtrtrrrr+tt+trttr+t++r FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ----------- ------ ------------ -----•------ SALARIES & EMPLOYEE BENEFITS 2,309,455 2,404,932 2,732,247 2,732,247 SERVICES AND SUPPLIES 1,293,476 1,172,065 1,641,102 3,049,798 OTHER CHARGES 63 32,389 32,389 FIXED ASSETS 149,993 16,567 87,000 87,000 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 3,752,924 3,593,627 4,492,738 5,901,434 INTRAFUND TRANSFERS 42,095 ------------ ------------ ------------ ------------ NET EXPENDITURES 3,795,019 3,593,627 4,492,738 5,901,434 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 4,407,758 4,298,295 4,272,829 4,272,829 ------------ ------------ ------------ ------------ NET COUNTY COST (612,739) (704,668) 219,909 1,628,605 sssassssaasa aaasssssasss sss:ssssssss ssssssssssaa POSITIONS 48 43 43 43 Pu"ose Statement To protect public health and safety by enforcing building construction and other related regulations. Summary of Budget Actions The Adopted Budget reflects increases in appropriations due to rebudgeting unspent monies from 1995-1996. VA:dg perfmP.rpt (5/27/97) 11-4 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: COMM DEV-LAND DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0352 FUNCTION: PUBLIC PROTECTION FOND: LAND DEVELOPMENT FUND ACTIVITY: 07 PROTECTION FUND NO. : 1103 trtrrrrttrttrrtrrrrrrrrr+rttrrrttrtrrtrrtrrrttrtrtrrrrtrrttttrrtrttrrrtrrrrrrrrt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 ____________________ ------------ ------------ ------------ --_----_-___ SALARIES & EMPLOYEE BENEFITS 7,464 5,835 SERVICES AND SUPPLIES 4,049,730 4,118,422 3,917,073 3,587,041 OTHER CHARGES 200,000 FIXED ASSETS 43,006 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 4,057,214 4,367,263 3,917,073 3,567,041 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 4,057,214 4,367,263 3,917,073 3,587,041 ------------ ------------ •----------- ------------ LESS: SPECIFIC FINANCING 4,196,967 4,188,049 3,917,073 3,917,073 _______ ------------ NET COUNTY COST (139,773) 179,214 (330,032) sssasssssass ssssssssssss ssssasssssss sssssssassso POSITIONS 0 0 0 0 Purnose Statement To provide an attractive environmental setting for both residents and employer/employees by facilitating the land-use regulations and applicable laws associated with development and community facilities including the fields of transportation, water quality and conservation. Summary of Budget Actions Adjustments to the Proposed Budget are the result of a shift of some expenditures to the 1995-1996 fiscal year. VA:dg perfm97.rpt (5/27/97) 11-S COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: COMMUNITY DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0357 FUNCTION: PUBLIC PROTECTION FUND: GENERAL FUND ACTIVITY: OTHER PROTECTION FUND NO. : 1003 tt++t+t+ttr++rtttttt+rtrtrtttttt++t+tt+tttt+trttt+t+t++trt+tr++++++tt+tttrtttt+r FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 3,047,512 3,179,692 3,248,532 3,248,532 SERVICES AND SUPPLIES 970,337 776,000 640,481 711,781 OTHER CHARGES 15,495 15,496 15,600 15,600 FIXED ASSETS 8,448 29,198 15,000 15,000 ------ ------------ ------------ ------------ GROSS EXPENDITURES 4,041,792 4,000,386 3,919,613 3,990,913 INTRAFUND TRANSFERS (3,012,243) (2,736,669) (2,929,651) (2,929,651) ------------ ------------ ------------ ------------ NET EXPENDITURES 1,029,549 1,263,517 969,962 11,061,262 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 579,019 940,571 761,246 761,246 ------------ ------------ ------------ ------------ NET COUNTY COST 450,530 322,946 228,716 300,016 ssssssssssss sssssassssss ssssssssssss ssssssssassa POSITIONS 54 49 49 49 Purnose Statement To provide County residents with a suitable and attractive environment by facilitating adoption of development, community facilities and environmental policies and regulating the use of' land in accordance with County policy and applicable laws. sv�3:y of Buda2t Actions The Adopted Budget was increased by $71,300 due to rebudgeting Keller Canyon Mitigation monies. VA:dg perfm97.rp((5/27/97) 11-6 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985? BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: MMoLER SRCHRGE/MITGN FROG CLASSIFICATION: BUDGET UNIT NO. : 0473 FUNCTION: BE'ALTH AND SANITATION FUND: QMMRAL FUND ACTIVITY: SANITATION FUND NO. : 1003 rrtttrr,►ttttaarrrtrwrarwtarrtrwtwawwtttratrtrarta+taartrt+rr*ara+a+attatwtttataa FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 ------------ ------------ ------------ ------------ SALARIES i EMPLOYEE BENEFITS SERVICES AND SUPPLIES 783,786 812,209 809,545 809,545 OTHER CHARGES FIXED ASSETS 141,641 82,888 20,001 20,001 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 925,427 895,097 829,546 829,546 INTRAE'UND TRANSFERS ----- ------------ ------------ NET EXPENDITURES 925,427 895,097 829,546 829,546 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 879,334 600,261 829,546 829,546 ------------ ------------ ------------ ------------ NET COUNTY COST 46,093 294,836 POSITIONS 0 0 0 0 Puripose Statement To perform a variety of resource recovery activities that will enable the County to reduce by '50%- landfill deposits by 1994, as required under California State Law (SB 939) . Activities include collecting and preparing County paper products for sale and reuse and storing and distributing recycled paint. Su=Ary of Budget Actions No adjustments were made to the Proposed Budget. VA;dg perfm97.rpf (5/27/97) 11-7 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: COMMON DEVELOPMENT GRANTS CLASSIFICATION: BUDGET UNIT NO. : 0590 FUNCTION: PUBLIC ASSISTANCE FUND: GENERAL FUND ACTIVITY: OTHER ASSISTANCE FUND NO. : 1003 rttt:rttrtrrttt,rt,►tttrtt,rtrrrtttttttrttrrrrrttttrtttrtrrrtttrr:trttttrrtrttrtrtt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ _ SALARIES & EMPLOYEE BENEFITS 373 SERVICES AND SUPPLIES 4,101,797 4,592;568 5,310,418 5,310,418 OTHER CHARGES FIXED ASSETS 12,261 4,194 25,000 25,000 GROSS EXPENDITURES 4,114,431 4,596,762 5,335,418 5,335,418 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 4,114,431 4,596,762 5,335,418 5,335,418 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 4,116,003 4,579,961 5,335,418 5,335,418 ------------ ------------ ------------ ------------ NET COUNTY COST (1,572) 16,801 sssssassa=ss ssssasssssss sassssass:sa sosssas:s::s POSITIONS 0 0 0 0 Purpose Statement To provide grant assistance to the County to undertake activities which promote the development of viable urban communities, by providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income. Summary, of Budget Actions No adjustments were made to the Proposed Budget. VA:dg pertm97,rpt(5127197) .t COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: HOUSING REHABILITATION CLASSIFICATION: BUDGET UNIT NO. : 0591 FUNCTION: PUBLIC ASSISTANCE FUND: GENERAL FUND ACTIVITY: OTHER ASSISTANCE FUND NO. : 1003 taatta+trt+ttrratt+t+ttt+rrta+atr+++t+ttt++t++rtr+rtttrrr++t+rttr++rtttttt+ttrtt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 178,314 164,537 183,689 183,689 SERVICES AND SUPPLIES 69,497 74,427 56,983 56,983 OTHER CHARGES FIXED ASSETS ------------ ---- ------ ------------ ------------ GROSS EXPENDITURES 247,811 258,964 240,672 240,672 INTRAFUND TRANSFERS NET EXPENDITURES 247,811 258,964 240,672 240,672 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 251,832 227,808 240,672 240,672 NET COUNTY COST (4,021) 31,156 ssasssssscac scsssssssscs sssssssssssa sssssssccssc POSITIONS 3 4 4 4 Puxpose Statement To assist in the. development of viable communities by providing decent housing and a suitable living environment in the community, principally for persons of low and moderate income. Summary of Budget Actions No adjustments were made to the Proposed Budget. VA.dg per(mV.rpt (5/27/97) COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: AFFORDABLE HOUSING CLASSIFICATION: BUDGET UNIT NO. : 0596 FUNCTION: PUBLIC ASSISTANCE FUND: AFFORDABLE HOUSING SP REV ACTIVITY: OTHER ASSISTANCE FUND NO. : 1113 •�rti�,r#*ter:*s*tf�:wrt*:���::*:,r:,►:+r:*:t+:etf•:,►:arts::f:,►:,r::torr:rr�a*t��**,r•.s*,r� FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES A EMPLOYEE BENEFITS SERVICES AND SUPPLIES 815 928 2,512,759 2,330,424 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 815 928 2,512,759 2,330,424 INTRAFUND TRANSFERS ------------ - ------ ------------ ------------ NET EXPENDITURES 815 928 2,512,759 2,330,424 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 1,173,961 298,593 35,000 35,000 ------------ ------------ ------------ ------------ NET COUNTY COST (1,173,146) (297,665) 2,477,759 2,295,424 l!!is l l l i i!! POSITIONS 0 0 0 0 Purpose Statement To provide financing for affordable housing projects throughout the County. Summary of Budget Actions The Adopted Budget was adjusted based on 1995-1996 fund balance availability. VA:dg per(m97.rpt (5/27/97) 11-10 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: PUBLIC WORKS CLASSIFICATION: BUDGET UNIT NO. : 0650 FUNCTION: PUBLIC WAYS & FACILITIES FUND: GENERAL FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1003 r+trrtrttrttttttrtt+tttrtttttttttrtttr+rrttrtr*rrrrttrt�trtrrrttrrttrttttrtttttr+r FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES 6 EMPLOYEE BENEFITS 15,123,984 15,551,947 16,480,090 16,480,090 SERVICES AND SUPPLIES 4,618,592 4,790,692 4,559,520 4,622,075 OTHER CHARGES 38,152 35,569 28,250 28,250 FIXED ASSETS 101,088 221,281 237,630 237,630 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 19,881,816 20,599,489 21,305,490 21,368,045 INTRAFUND TRANSFERS (14,217,969) (15,053,080) (15,286,500) (15,286,500) NET EXPENDITURES 5,663,847 5,546,409 6,018,990 6,081,545 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 5,419,938 5,343,175 5,840,780 5,$40,780 ------------ ------------ ------------ ------------ NET COUNTY COST 243,909 203,234 178,210 240,765 asaaaasaaa,ea aaaasaaaaaaa aaasasaasaaa aasaaasaaaaa POSITIONS 258 258 258 258 Puj:porge Statement To design, construct, and maintain County roads and provide a variety of other services in the areas of general engineering, flood control and transportation. Summary of Rydcret Actions The Adopted Budget was increased by $62,555 to reimburse costs incurred by the Public Works department for revenue generating activities of benefit to the County. VA-dq PerfmW.rpt(5/27/97) COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: PUB WKS-LAND DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0651 FUNCTION: PUBLIC WAYS & FACILITIES FUND: LAND DEVELOPMENT FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1103 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ --_--------- SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 11896,071 2,041,691 11915,000 1,927,707 OTHER CHARGES 250 25,892 15,000 15,000 FIXED ASSETS - GROSS EXPENDITURES 1,896,321 2,067,583 1,930,000 -1,942,707 INTRAFUND TRANSFERS (600,000) (404,719) (400,000) (400,000) ------------ ------------ ------------ ------------ NET EXPENDITURES 1,296,321 1,662,864 1,530,000 1,542,707 - LESS: SPECIFIC FINANCING 1,336,198 1,641,287 1,530,000 , 1,530,000 ------------ ------------ ------------ ------------ NET COUNTY COST (39,877) 21,577 12,707 i s a s a i ii s a s s i i i a is a ii s!! ii i iia i i i is i i i a a sass a its POSITIONS 0 0 0 0 Purnose Statement To provide engineering services related to land development and to regulate subdivision and public improvement development in compliance with Subdivision Map Act and other state and local laws. Summary of R,u dg tt Actions The Adopted Budget reflects increases in appropriations due to rebudgeting unspent monies from fiscal year 1995-1996 VA:dg perfm97,rpt(5/27/97) 11-12 i COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: ROAD CONSTRUCTION CLASSIFICATION: BUDGET UNIT NO. : 0661 FUNCTION: PUBLIC WAYS i FACILITIES FUND: GENERAL FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1003 •rwwwrttwrrwwwtwrrrrwwwwrwrr:wr*t*rrwrww+r+trwtwrwrrrwwrww+rwwwtrwttwww+wwrrtwtt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ---•-------- SALARIES L EMPLOYEE BENEFITS SERVICES AND SUPPLIES 1,324,659 2,065,559 1,693,358 1,693,358 OTHER CHARGES 3,320,008 271,198 31,000 31,000 FIXED ASSETS ------------ ------------ ------------ ----------•— GROSS EXPENDITURES 4,644,667 2,336,757 1,724,358 1,724,358 INTRAF MID TRANSFERS - - --- NET EXPENDITURES 4,644,667 2,336,757 1,724,358 1,724,358 LESS: SPECIFIC FINANCING 4,644,743 2,218,582 -1,719,000 •--1,719,000 ------------ ------------ ------------ -----•------ NET COUNTY COST (76) 118,175 5,358 5,358 sssaasssasaa ssasassassss sssasssssssc sssssssasaas POSITIONS 0 0 0 0 impose Statement To provide capital road construction projects on non-County owned roads funded with non-general fund monies, such as Measure C revenue and Area of Benefit funds. Summary of Budget Action No adjustments were made to the Proposed Budget. VA:dg perfmV,rpt (5/27/97) 11-13 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COMM BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 BUDGET UNIT: ROAD CONSTRUCTION—RD FUND CLASSIFICATION: BUDGET UNIT NO. : 0662 FUNCTION: PUBLIC WAYS & FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 ttttttttrttitt*ttttrtlrtttttrttttttttttttttttttttttttttttttttttttttt,ttttttttttttttttt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------•------ ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 7,115,956 13,872,088 5,585,900 10,673,268 OTHER CHARGES 1,412,908 1,537,668 210,100 210,100 FIXED ASSETS ------------ —••--------- ------------ ------------ GROSS EXPENDITURES 8,528,864 15,409,756 5,796,000 10,683,368 INTRAFUND TRANSFERS ------ ------------ ------•——--- ------------ NET EXPENDITURES 8,528,864 15,409,756 5,796,000 10,883,368 ------------ ------------ ------------ ------------ LESS: SPECIFIC SPECIFIC FINANCING 8,300,321 14,295,945 4,479,000 4,479,000 ------------ ------------ ------------ ----—------- NET COUNTY COST 228,543 1,113,811 1,317,000 6,404,368 !!i liili!!t! !!ltitiii!!t !ti!!itliitt tii liti lith POSITIONS 0 0 0 0 Purnose Statement To perform road construction and improvement projects to provide the public with a safe, cost-effective, and environmentally acceptable road system. Summary of Bydaet Actions The Proposed Budget was adjusted to rebudget unspent Road Fund monies from fiscal year 1995-1996. VA:dg per(m97.rpr(5/27/97} 11-14 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: TRANSPRTATN IMPV MESURE C CLASSIFICATION: BUDGET UNIT NO. : 0663 FUNCTION: PUBLIC WAYS FACILITIES FUND: TRANSPORTATION IMPROVMENT ACTIVITY: PUBLIC WAYS FUND NO. : 1109 tttttaatattttatatatttttttaaatatatttaaatattttttatttataaa�►aaaaattataaatataatattttt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 1,637,649 1,220,386 5,836,026 7,894,669 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 1,637,649 1,220,386 5,836,026 7,894,669 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 1,637,649 1,220,386 5,836,026 7,894,669 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 1,701,212 11879,758 5,836,026 5,836,026 ------------ ------------ ------------ ------------ NET COUNTY COST (63,563) (659,372) 2,058,643 sxsssssas�xs ssasasss:sss sssassssssas ssssssssssss POSITIONS 0 0 0 0 Purnose Stat m n To develop, implement, and maintain a County Growth Management Program. Summary of Budget Actions The Adopted Budget reflects an increase in appropriations due to rehudgeting unspent monies from fiscal year 1995-1996. VA:dg perim97,rp1(5/27/97) It-is COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET F0: COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: ROAD MAINENANCE -RD FOND CLASSIFICATION: BUDGET UNIT NO. : 0672 FUNCTION: PUBLIC WAYS i FACILITIES FUND: ROAD ACT MTY: PUBLIC WAYS FUND NO. : 1108 +aaratt+++rrarttr++t+tt+r+ttrttrr+t+•+rttr+t+atattarrrrrrr+++tttrttrttrtrrrrtt+a FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ ------------ ------------ ------------ SALARIES 6 EMPLOYEE BENEFITS SERVICES AND SUPPLIES 8,740,280 10,237,846 9,417,700 9,417,700 OTHER CHARGES 140,165 59,143 350,300 350,300 FIXED ASSETS 459,348 328,893 215,000 215,000 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 9,339,793 10,625,882 9,983,000 9,983,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 9,339,793 10,625,882 9,983,000 9,983,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 89,825 1,094,632 172, 000 172,000 ------------ ------------ ------------ ------------ NET COUNTY COST 9,249,968 9,531,250 9,811,000 9,811,000 sss=ssssssss ssssasssssss sssaaassssss :sssssssssss POSITIONS 0 0 0 0 Purnose Statement To provide the staff, material, and equipment necessary to properl maintain the County road system. Summary of Budget Actions No adjustments were made to the Proposed Budget . VA:dg per(mV.rp1 (5/27/97) 11-16 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES. DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: MISCEL PROPERTY-ROAD FUND CLASSIFICATION: BUDGET UNIT NO. : 0674 FUNCTION: PUBLIC WAYS 4 FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 +ttt+ttt+♦t++ttr++t++ttt+++t+t+++t++++++t++tt++t++�+t+t+++++++++++•ttt++++++++tt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 SALARIES i EMPLOYEE BENEFITS SERVICES AND SUPPLIES 11,868 32,149 25,000 25,000 OTHER CHARGES FIXED ASSETS GROSS EXPENDITURES 11,868 32,149 25,000 25,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 11,868 32,149 25,000 25,000 LESS: SPECIFIC FINANCING 45,049 37,192 34,500 34,500 - NET COUNTY COST (33,181) (5,043) (9,500) (9,500) sssasssssssa asssasssa::a ssssassssssa sasssssaasss POSITIONS 0 0 0 0 Purpose Statement To provide for the maintenance of County-owned properties lying within future road rights-of-way and special projects. Summary- of Budget Actions No adjustments were made to the Proposed Budget. VA:dg perfmV.rpt (5/27/97) 11-17 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR TBE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: GEN ROAD PLAN/ADM-RD FUND CIASSIFICATION: BUDGET UNIT NO. : 0676 FUNCTION: PUBLIC WAYS 4 FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 ------_____------ -----------_ ------------ --------_--- _-__---_---- SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 2,722,347 2,649,747 3,271,000 3,271,000 OTHER CHARGES FIXED ASSETS 91600 18,000 16,000 GROSS EXPENDITURES 2,731,947 2,649,747 3,289,000 3,269,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 2,731,947 2,649,747 3,289,000 3,289,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 576,614 600,021 599,000 599,000 ------------ ------------ ------------ ------------ NET COUNTY COST 2,155,333 2,049,726 2,690,000 2,690,000 ommommaomamm ao::::mmons: oaaommmmamam mmaoaamasmaam POSITIONS 0 0 0 0 Purpose Statement To fund the road related administrative charges incurred by the Public Works department . Summary of Budget Actions No adjustments were made to the Proposed Budget. Vkdg perfmV.rpt (5/27/97) II.1B C0LW1*T yr %.0NTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1996-97 ---------------------------------- BUDGET UNIT: TRANSIT PLANNING-SPEC PRJ CLASSIFICATION: BUDGET UNIT NO. : 0696 FUNCTION: PUBLIC NAYS A FACILITIES FUND: PB-BART TRANSIT PLANNING ACTIVITY: TRANSPORTATION SYSTEMS FUND NO. : 1112 tttrttttttttttttttttttttttttttttttttttrtttttttttttttttttttttttttttttrttttttt►ttttt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- -_-..__-__--- -------- ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 213,979 164,632 300,000 540,142 OTHER CHARGES FIXED ASSETS GROSS EXPENDITURES 213,979 164,632 300,000 540,142 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 213,979 164,632 300,000 540,142 - ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 44,849 20,062 300,000 300,000 ---•------•- ------------ ------------ ------------ NET COUNTY COST 169,130 144,570 240,142 ss=ssaassas= sesaassasaas sssssasaasas aaa:aasaassa POSITIONS 0 0 0 0 Pur*ogse Statement To administer a Transportation Systems Management Plan for the Pleasant Hill BART Station Redevelopment Project Area. Summary, of Budget Actions Appropriations were increased in the Adopted Budget due to a higher than anticipated amount of fund balance available from fiscal year 1995-1996 . VA.dg perfmV.rp# (5/27/97) 11-19 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1965) BUDGET FOR THE FISCAL YEAR 1996-97 _-_•------------------------------ BUDGET UNIT: NAVY TRANS MITIGATION CLASSIFICATION: BVDGET UNIT NO. : 0697 FUNCTION: PUBLIC WAYS >b FACILITIES FUND: NAVY TRANS MITIGATION ACTIVITY: TRANSPORTATION SYSTEMS FUND NO. : 1114 ttttrtttrt•tttt�trtrrtttrtrrrttttttrrtrttttttrrtrtrttrttrrrrtttrtrrttrttrtrtrttt FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1994-95 1995-96 1996-97 1996-97 -------------------- ------------ -- ------- ------ ----=------- SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 377,438 84,159 6,354,995 6,395,816 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 377,438 84,159 6,354,995 6,395,616 INTRAFUND TRANSFERS ------------ -------•---- ------------ ------------ NET EXPENDITURES 377,438 84,159 6,354,995 6,395,816 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 307,212 284,402 244,500 244,500 ------------ ------------ ------------ --------•--- NET COUNTY COST 70,226 (200,243) 6,110,495 6,151,316 POSITIONS 0 0 0 0 1>urflo se Statement To implement various transportation improvement projects near the Concord Naval Weapons station. Summary of Budget Actions Appropriations were increased in the Adopted Budget because of a higher than anticipated amount of fund balance available from fiscal year 1995- 1996 . VA-,dg per(mW.rp!(5/27/97) 11-20 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT OPERATION OF ENTERPRISE FUND SCHEDULE 11 (1985) OPERATIONAL STATEMENT FOR TBE FISCAL YEAR 1996-97 --------------------------------------•---------- BUDGET UNIT: AIRPORT OPERATIONS FWID TITLE: AIRPORT ENTERPRISE . BUDGET UNIT NO. : 0841 SERVICE ACT: TRANSPORTATION TERMINALS FUND NO: 140100 ♦t*ttt*ttt**ttttt*tt*tt*t*t*t**t*tttttt*tttttt*tirtrtttt:tt*ttttttttttt**tt***tt*t*t*** ACTUAL ACTUAL PROPOSED ADOPTED OPERATING DETAIL 1994-95 1995-96 1996-97 1996-97 ------------------------ ------------ ----__-___-- --_--------- ------------ OPERATING INCOME: USE OF MONEY & PROPERTY 1,589,387 1,712,517 1,988,342 1,988,342 CHARGES FOR SERVICES 71,946 3,930 MISCELLANEOUS REVENUE 129,147 77,594 524,459 524,459 ------------ ------------ ------------ ------------ TOTAL OPERATING INCOME 1,790,480 1,794,041 2,512,801 2,512,601 OPERATING EXPENSES: SALARIES & EMPL BENEFITS 918,547 900,381 1,000,679 1,000,679 SERVICES AND SUPPLIES 777,579 633,403 598,340 598,340 DEPRECIATION 488,855 1,735,170 ------------ ------------ ------------ ----- ------ TOTAL OPERATING EXPENSES 2,184,981 3,268,954 1,599,019 1,599,019 ------------ ------------ ------------ ------------ NET OPERATING INCOME(LOSS) (394,501) (1,474,913) 913,782 913,782 s i si s s i s i iii s!i i!s is iiia if of s s s fi i i i s i ii i!iii i i= NON-OPERATING REV. (EXP.) : OTHER CHARGES (207,311) (284,746) (329,318) (329,318) INTEREST (135,149) (61,763) 1,000 1,000 n;mGOVERMENTAL REVENUE 1,016,694 1,016,694 MISCELLANEOUS REVENUE 2,259 464,858 80,776 80,776 ------------ ------------ ------------ ------------ TOTAL NON OPERATING REVENUE (EXPENSE) (340,201) 118,349 769,152 769,152 NET INCOME(LOSS) (734,702) (1,356,564) 1,682,934 1,682,934 sii iff ii ii!i iiiff ifflf ii !si s iiia!!i! !fi�iilff i i! MEMO ONLY: FIXED ASSET ACQUISITIONS 4,926,416 1,684,675 1,120,160 1,120,160 (SES PG.2 FOR PROJECT DETAIL) ------------ ------------ ------------ ------------ POSITIONS 16 16 16 16 VA:dg pertm97.rpt (5/27/97) 11-21 AIRPORT OPERATIONS - BUDGET UNIT 4841 (Continued) Pumose Statement To provide for management and security of the County's airports located at Buchanan Field and the Byron Airport. S1�lmmaXy of Budget Actions No adjustments were made to the Proposed Budget. va:dg perfmW.rpt (5/27/97) 11-22 CAPITAL PROJECTS AND FIXED ASSETS APPROPRIATION LEVEL DETAIL SCHEDULE 11 FOR PAGE 2 FISCAL YEAR 1996-97 BUDGET UNIT: AIRPORT FIXED ASSETS CLASSIFICATION: BUDGET UNIT NO: 0843 FUNCTION: PUBLIC WAYS & FACILITIES FUND: AIRPORT ENTERPRISE ACTIVITY: TRANSPORTATION TERMINALS FUND. : 140100 rtttrtrt+trtttrtr+t+t+torr+r+rrtrrrtrertrrrttrrrtr:torr++rrrtr++:r++rttr+:r+r++++rt PROD. PROPOSED FINAL PROJECT TITLE NO. 1996-97 1996-97 ------------------------- ---- ------------ ------------ Byron Impr. Proj #03 4652 78,950 78,950 Airport Fencing Imprvmnt 4657 2,000 2,000 Byron ECO Imp Proj #8 4673 330,000 330,000 Buchanan A/P #10 4679 704,210 704,210 Office Equip & Furniture 4951 5,000 5,000 ------ ------------ TOTAL 1,120,160 1,120,160 sassssassaas as=aaasaasss purncse Statement To provide for the purchase of fixed assets and capital improvements required at Buchanan Field Airport and Byron Airport. Summary of Budget Actions No adjustments were made to the Proposed Budget. VA:dg perfm97.rpf (5/27/97) 11-23 1Y 3 o 0 E E Lf) LO co m r M r r r+ C 4� a 0 W > V o � 'cc O c C0 o 0 W o Ln U o o Ln c� •- J v LO W Z o ON a o W N V 0 0 m Z Lo O 0 V o N W W ,n o V U C Q1 U � � U �\ C N E O N 2-0Cn C E o a Q c U > A. a> o v 0a c o' Q u. O a _ CD Q Q Q Q o N 1Y O V a N N CD N `� O C m E CL 0 ca d Q U V EO CN LO N V co C O V � d a = N C C1 C_ 'O m 1�- 0) CN M co Q Q W •• C E 3 m > a) ca cm cowm orn -2 a a> 2 C a °y o w c a Z U o CW '6 r= N a �15 c 0) N N v, -0 N -v C (1) � -v -o C m C o cp ai h C o mDmoaDo (aoo C r o o mo vs ° a LL U OC = F— U a U Q E > a x O 3 0 0 a E E CN 0 D. M N N v r h r E,9 69 C m a c 0 m m C3 c 3 3 co c c o o c o= _ co ca c E + E E m W EN N r e-- M + O W � LO 6 cn V C O d U � a cv o = c c tm V CD m � F- r a� 0 c 0 Q a Q N_ C W € V U C O V GJ a Q o y 0 c c o caw n°.4 aca °i o E QCN t0 0 o a� � ' a� •o � c � a O Q v o � c •v Q a OD a Q CL > a O 3 a O ch 00 O 0 O w M N O N r r r P 0) r P C c d E C CL °o O P V dm ca 0 V v E C P P 0 N N (D P C O :r V a � C v) C w •g v 'N ca N m Q D W 0 p .. c > o o C c 3 mN py O O c — U) C C ca 3 � Uo ca Lu m •oS 13 cc O aWw> N NC vvmmcc c Co o C c o oA 0. cp m o o U) t o y o o U- U 0: m H U ti 0_ U Q a � > a SECTION IIC - AFFIRMATIVE ACTION BUILDING INSPECTION DEPARTMENT The Department will be submitting its annual affirmative action plan and an affirmative action implementation plan for the calendar year 1997 to the County Administrator in April. The Department has an Affirmative Action Committee that meets monthly, a Minority and Women Business Enterprise Contract Compliance liaison and an AA Coordinator. When working on specific projects, the Committee may meet more frequently. The Committee's most recent projects include Career Ladder Project and reviewing minimum qualifications for most departmental jobs. The membership of the Committee is drawn from all classes and levels of staff in the department. In addition, the Department is providing on going training in the areas of Sexual Harassment and Violence in the Workplace. The Department's overall ethnic minority workforce is 31%. However, the greatest number of employees in the Department are inspectors, and minorities and females are under represented among these classes. This situation mirrors the construction industry from which inspectors are recruited. We have been encouraging females to apply for the inspector positions and currently females make up 5% of this staff compared to no females several years ago. The Department's implementation plan includes outreach efforts to local colleges, unions and other organizations to identify and encourage minorities and females to participate in the appointment process. The Building Inspection Department encourages a working environment that will allow for the professional and personal growth of its employees. It has a policy of allocating 5% of staff time and resources for classes, seminars, participation in professional. activities, etc.. This helps employees to remain current in their skills and knowledge, and to prepare for future opportunities. VA:dg per(m97.rpt (5/27/97) 11-28 TIMETABLE AND GOALS De ailtment BUILDING INSPECTION DEPARTMENT Total Positions Allocated54 Total Positions Filled 45 Total Positions Vacant 9 EM to ee 1E3reakdown Number Percenta 'e Pa Goal Tar et Total 3 45 100% Male 30 67% Female 15 33% 45.4% 20 White 31 68% African American 6 13% 7.6% Hispanic 4 8% 10.5% Asian/Pacific Islanders 3 7% 8.9% American Indian/Alaskan 1 2% .6% Native Disabled 3 7% Department Outlook: Building Inspection will target Females and Hispanics by occupational job category,job classification and salary level to meet the department's goal. Outreach and recruitment activities geared towards community organizations, churches, schools and Hispanic and female employees will be developed to increase the number of Hispanic and female applicant pool when employment vacancies ebst 1 Figures token from Authorized Positions Report dated January 9, 1996 that includes actions through December, 1996. 2 Based on 1980 labor force slotistics in Contra Costa County. 3 Figures token from Workforce Report doted December 31, 1995. VA:dg perfm97.rpt (5/27/97) 11-29 COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department is a small County department with a low employee turnover and a limited ability to add vacant positions. Department affirmative action representation to the work force as a whole remains stable year to year. The Director encourages promotional opportunities for Community Development Department employees. Promotional opportunities have a primary importance within the Department this fiscal year due to budget restraints. The Director has acted to promote qualified females and other under-represented groups to upper management level positions as vacancies occur. The Director has acted to hire qualified minority/females whenever a vacant position has become available. The Community Development Department has promoted the following minority/female employees in fiscal year 1996: One White female from Clerk- Specialist Level to Departmental Computer Systems Technician One White Female from Clerk - Experienced Level to Clerk - Senior Level One.White Female from Planning Technician Specialist to Planner III One White Female from Graphics Technician I to Graphics Technician II One Male Asian Pacific Islander from Secretary - Journey Level to Secretary - Advanced Level One White Female Planner III to Principal Planner The Community Development Department has hired the following Minority/Female employees in Fiscal Year 1996: One Male Asian Pacific Islander as Administrative Coordinator (CDD/BID) One Female Asian Pacific Islander as Planner III One White Female as Planner III One White Female as Administrative Aide One White Female Account Clerk - Advanced Level VA:dg perfm97.rpt (5/27/97) 11-30 TIMETABLE AND GOALS a. : >: ;<;>>> »< ... <> .... >.:at . ni� Deuety #.; ............ .. .::::::::::::.: Total Positions Allocated60 Total Positions Filled 46 Total Positions Vacant 14 �1►.Bralkd *• ;?•i??;:i;:j i::Y;;:i::`.��yiy{{Y�iji:.::::::i:::::i':L::::::i':i$i;;?:i(:>:y;;;';:+;;;??:;;2:;::::XS �j :J..iii i:i>iy: ::::::: :: .:... i•:::;:ji;:i::::::::::::.......yj::i:::i..... : : i:{:::i:::j:t::F??%j+jiji:::i::ii::i::iii i::;:{?;:i::;;:i::i:::i:::ii::::iY:iiYXj:isisYi: :i:::: :{:i::is:::i::::i:t:?i;i?Y.'fii::i: :i: ..................... -.. S?::......: ......:..'::;ii::i::j Si::i:i:::i: Jl:::i:::Yt:. Ky p/� y .......................... ..:........ .....:....:..:...:. ........... ......:.:......... ..... :::..: :i:;,...:... .:{.Y.:::::::::.:::r::::i::..X.�ryr Total 2 44 100% Male 17 36.96% 48.81% Female 29 63.04% 51.19% White 35 76.09% 76.1% 0 African American 1 2.17% 9.2% 2 2 Hispanic 3 6.52% 4.4% 1 1 Asian/Pacific Islanders 6 13.04% 9.6% 0 0 American Indian/Alaskan Native 1 2.17% .7% 0 0 Disabled 1 2.17% Notes ' Fgures taken from Authorized Positions Report,d ted February 7.:1997 that includes actions through May 7,1997 a Figures taken from Workforce Report`ciated 1.2/31/9! 3 Based on 1990 tabor force statistics inContra Costa County UNDER-REPRESENTATION ............ P N,RI; EGt3Fi:...:... . .. .. ......:. :,: :.: I+tflER:E RRE ENTATi+a. ......:.:::::...:.::.::::::.::::::::::. Officials and Administrators Females,African Americans,American Indians, Hispanics Professionals African Americans, Asian/Pacific Islanders Technicians African Americans, Hispanics Administrative Support African Americans,American Indians/Alaskan Native VA:dq perfm97.rpt(5/27/97) 11-31 Public Works Department Outlook: The department's workforce is representative of the County's labor force except for Females and American Indian/Alaskan Natives. We will target Female and American Indian/Alaskan Native employment applicants and employees when job openings occur by assisting the Human Resources Department to identify and recruit with community and academic organizations devoted to Females, American Indian, and Alaskan Natives. TIMETABLE AND GOALS '`Q a A :::::..............::::::::::::::::::::::::: ::::::::::::::::: :::.;:.::.::.::.::.::.::.::.::.;:.::.:;:::::.::::::::::::::.:::::::::::.......... :::::::::::::::::::::. Total Positions Allocated(') 312 Total Positions Filled 253 Total Positions Vacant 59 y `::':`:::::" ':::':`::..................: ; : .....:::::i:::::::::::::::` is::s ii%::<:::fi:;'::<:#;<?'?;':::::::::::is�:is%:i:::::::::::::::::::::::::::.i ii :2?`3 i:: :::::::;#?.2::; ;'::'?:':`;:::;;r?....... ;. Ii. ::gym :d..o.::::t .:. .................................. .: ::::::::::::::::::::::::::.::::.:...... ......Y............... ...............................:.....::.::.:.:. ::::::.:::..:.:::::.:::::::: ::::. .:...................................................:...:..:.:::::. `:::Mie t >< > << er nta �........ :.::.: t::::::.:::::. <..:. .:::::::::.::::.::# ::::::::.:::::::.: Total(2) 255 100% Male 184 72.2% Female 71 27.8% 42.4% 120 50 White 184 72.2 0 African American 26 10.2% 7.6% 0 0 Hispanic 27 10.6% 7.7% 0 0 Asian/Pacific Islanders 18 7.1% 5.4% 0 0 American Indian/Alaskan Native 0 0% .6% 2 2 (1) Figures taken from Public Works Department Allocated Position Report dated December 31, 1996. (2) Figures taken from Contra Costa County Workforce Report dated December 31, 1996. (3) Based on 1980 labor force statistics in Contra Costa County. VA:dg per(m97.rpt (5/27/97) 11-32 SECTION IID - SICK LEAVE BUILDING INSPECTION DEPARTMENT Building Inspection Department sick leave usage for the calendar year 1996 was 3,314 hours. The Building Inspection Department has applied the following techniques and controls as positive reinforcement methods in an attempt to reduce inappropriate use of sick leave. 1. The 9/80 work schedule - Employees are urged to use their Fridays away from the workplace to schedule personal and family medical appointments. Although department statistics have not been kept to check on the reduction of medical appointments during the work week employees seem to agree with the logic and schedule appointments on their free Fridays. 2. Sick leave usage is monitored by administration on a regular basis. Any employee who shows frequent use of sick leave accruals and low balances of accruals is counseled. A memo is sent to the employee with a copy to their department personnel file. The memo states their use of sick leave accruals and balances. The employee is reminded in writing that the use of sick leave is a privilege. They are also informed in writing that the County offers a wellness program. Disciplinary measures are utilized when all sources of counseling are met with a negative response. 3. Appropriate use of sick leave such as illness, surgery or medical appointments is acknowledged and the employee is required to submit the proper medical notes from their physicians. VA:dg perfm97.rpf (5/27/97) 11-33 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department sick leave usage for the calendar year 1996 is 3314.71 hours. The Community Development Department has applied the following techniques and controls as positive reinforcement methods in an attempt to reduce inappropriate use of sick leave. 1. The 9/80 work schedule - Employees are urged to use their Fridays away from the workplace to schedule personal and family medical appointments. .Although department statistics have not been kept to check on the reduction of medical appointments during the work week employees seem to agree with the logic and schedule appointments on their free Fridays. 2. Sick leave usage is monitored by administration on a regular basis. Any employee who shows frequent use of sick leave accruals and low balances of accruals is counseled. A memo is sent to the employee with a copy to their department personnel file. The memo states their use of sick leave accruals and balances. The employee is reminded in writing that the use of sick leave is a privilege. They are also informed in writing that the County offers a wellness program. 3. Appropriate use of sick leave such as illness, surgery or medical appointments is acknowledged and the employee is required to submit the proper medical notes from their physicians. Community Development Department employees have accepted responsibility for individual sick leave use. Disciplinary measures have been a rare occurrence this last year because of employee cooperation. The Department sick leave usage for calendar year 1996 reflects legitimate use of sick leave accruals. The important ingredient to a fair and equitable sick leave program has been employee cooperation and a willingness of employees to adhere to the sick leave standards of the Community Development Department. VA:dg perfm97.ipt (5/27/97) 11-34 PUBLIC WORKS The Public Works Department reviews the sick leave usage of its employees on an annual basis. Usage rates of 70 percent or above are reviewed to determine if there are extenuating circumstances, such as surgery, heart conditions, or other serious medical conditions which.account for this sick leave usage. Employees who do not have extenuating circumstances are counseled regarding excessive use of sick leave. A counseled employee who continues to use excessive amounts of sick leave may be required to submit a physicians's verification of illness to substantiate future sick leave usage. We found the automated sick leave reports were too broad in that they include all sick leave usage and it was impossible to determine if the sick leave used was excessive or not. Therefore, we review the actual attendance record of all Department employees. We believe improved attendance can be attributed to the liberal use of the 4/10 and 9/80 work schedules, the active involvement of the supervisors, and the aforementioned monitoring program. VA:dg perfm97.rpt (5/27/97) 11-35 SECTION HE - STAFF DEVELOPMENT BUILDING INSPECTION DEPARTMENT Employee Performance Evaluation: The Building Inspection Department has instituted an annual performance evaluation of employees, including those who have reached the top salary step and are not required to be be evaluated for salary advancement. The evaluations are used by supervisors and employees as a tool to discuss the employee's overall performance. Strong, and weak performance is discussed, as well as overall performance goals such as productivity and sick leave usage. Staff Development: The Building Inspection Department strongly supports staff development as a strategy to improve performance in its mission and customer service, and to maintain positive staff morale. Five percent of staff time and other budgeted expenditures are allocated to this effort. Staff on average attend several days of seminars, classes and conferences a year. In-office training, using both department staff and outside resources, are conducted regularly. Workgroup sessions are held by inspection and plan check staffs to improve and maintain consistency in interpretations and applications of technical and legal requirements, and of department policies and procedures. In addition to professional development and training, the Department uses the Contra Costa County Training Institute to update staff on job- related areas of interest, such as equal opportunity, customer service, and supervisory skills. The Affirmative Action Committee discusses department issues relevant to department training, job skills, job class specifications, and career ladder. VA:d9 perfm97.rp1 (5/27/97) 11-36 COMMUNITY DEVELOPMENT DEPARTMENT Employee Performance Evaluation: The Community Development Department has instituted an annual performance evaluation for department employees. Those employees who have reached top step and are not required to be evaluated for salary advancement are now able to receive an employee performance evaluation. The performance evaluation is utilized as a tool by supervisor and employee to discuss the employee's overall performance. Strong .and weak performance is discussed as well as overall performance goals, such as productivity and sick leave usage. Staff Development: The Community Development Department supports professional staff development. Professional planning staff are allowed reimbursement for their membership in the American Planning Association, as well as reimbursement under County Administration regulations for academic classes to enhance their professional job skills. The Department Director remains an advocate of in-office training programs. The Director trains professional planning staff himself in the art of acting as Zoning Administrator. The Department utilizes the Contra Costa County Training Institute to update all employee on job related areas of interest, such as Equal Opportunity and Supervision skills. The Affirmative Action Committee discusses department issues relating to department training, job skills and the Department career ladder. VA:dg per(m97.rpt(5/27/97) 11-37 PUBLIC WORKS DEPARTMENT Employee Performance Evaluation: All employees receive a performance evaluation annually. The evaluation is used as a vehicle to inform the employee of both negative and positive aspects of his/her performance. The supervisor discusses the evaluation with the employee and it is placed in the employee's personnel file. Staff Development: Forty hours of work time is allocated to each employee for professional development. Training brochures are routed amongst the. staff and posted on division bulletin boards to make employees aware of training opportunities. We currently pay a salary differential to Real Property Agents who achieve and maintain a continuing education certification awarded by their professional organization. This encourages staff to continue learning. We are negotiating a similar differential with the unions that, represent our professional engineers and paraprofessional engineers. Dues are paid by the department for. 50 staff members to enjoy the benefits of membership in professional organizations. These benefits include being informed of the newest innovations in their profession. The department has embarked on a Continuous Quality Improvement program which is improving services to the public and working conditions of staff. In conjunction with this, top management is developing a 5-year Strategic Plan. The Plan takes into consideration driving forces affecting the department and the operating principles of the department. Public Works continues to send its new employees to the County's Sexual Harassment training program. We contracted with the County's Training Institute to develop and conduct a course to meet the County's requirement that employees be retrained every three years in Sexual Harassment. All department staff received this training in October, 1995. VA:dg per(m97.rpt (5/27/97) 11-38 SECTION IIF - AUTOMATION The Agency recognizes the interdependency of our Departments and our reliance on accurate and expeditious information sharing and processing. Our greatest data processing challenge is to integrate our databases to allow access by any Agency employee needing information from another Agency Department. The Agency Departments currently store and process data using the following systems: The Land Information System (LIS) and the Permit Management System (PMS). These systems are tied to the Assessor's parcel maps and are housed on the County's mainframe. The Building Inspection Department uses these systems to generate building permits, calculate fees, schedule inspections and to store permit histories. The Geographic Information System (GIS). This system is tied to the County base map and is maintained by the Public Works Department. The GIS facilitates information tracking for geographic areas as well as individual parcels. The system can be used for monitoring compliance with conditions of approval for example, by using geographic area thresholds. Public Works future plans include expanding GIS based parcel assessments for Public Works assessment programs. Management Information Systems (MIS). The Agency Departments use various hardware and software applications for day-to-day information management tasks. Hardware ranges from PCS standing alone to client/server relational data bases. We also use the County mainframe (Focus) for certain information management tasks. Local Area Network (LAN)/County Wide Area Network (WAN). Using these systems, Agency files which are prepared and stored by one department can be retrieved by another. Also, E-mail messages can be VA:dg perfmRrpt (5/27/97) 11-39 transmitted as an alternate communications method. The Community Development Department's Application Tracking System, Timekeeping and Application Billing Systems are on a LAN file server. From the file server, staff can check on the status of any application as it moves through the hearing process. Optical Storage. Images of documents and plans are scanned onto disks which are stored for retrieval from a disk jukebox by the Building Inspection Department. Satellite Downlink. The Public Works Department participates in seminars via a satellite downlink in their primary conference room. Teale Data Center Connection. The Building Inspection Department is connected to the Contractor's State Licensing Board via the Teale Data Center in Sacramento. Using this connection, staff confirm Workers' Compensation Insurance coverage and the contractor's license status. We have begun the first step of converting to a system off the mainframe and have contracted with Sierra Systems to provide the initial work plan and review of system needs. We have two types of information. Data based on assessor parcel number in the LIS and data based on geographical coordinates in the GIS at Public Works. Both systems have multiple users. We must find a way to successfully integrate these two systems. System integration will allow us to track land from initial application to final inspection, including all requirements and mitigation. We have set up teams to build bridges between our current work and new system opportunities, to develop coordination among different division functions, to develop department expertise in the new system, and to question each step of our process to determine if it adds value or simply maintains status quo. Disputes are many and consensus building is labor intensive, but there is agreement among management that this is our single highest priority. VA:dg per(m97.rp1 (5/27/97) 11-40 We continue our efforts toward achieving paperless employee time- keeping, achieving a computerized mitigation monitoring program, and remote access to information systems by telecommuting employees, the public and field staff. Long range planning for specific data processing needs is ongoing within our Departments: Building Inspection Department ✓ Installed, with continual updates, the Uniform Building Code on a CD ROM over the LAN. ✓ Automated code compliance records, and in conjunction the County Administration, encourages others to use the program. ✓ Installed a Decision Information System and are in the process of setting up a local server. ✓ Testing software metering. Community Development Department ✓ Will have computerized County maps available for planners. ✓ Testing software metering. ✓ Plans to enhance telecommuting with loaner laptops, including standardized up-dates and messages. ✓ Developed prototypes and is testing integrated transportation, billing and application tracking systems. ✓ Participating in LIS conversion process; integrating permit streamlining in that effort.. VA:dg perfm97.rpt (5/27/97) 11-41 Public Works Department ✓ Our mapping sciences section continues to develop more data into digital format. As our knowledge of GIS continues, more of our stored digital map data will be converted to GIS data tables. ✓ We will continue to develop data sets into our enterprise database. Through the establishment of common data architecture, we hope to establish more data sharing with the GMEDA departments as well as other selected related departments. ✓ We will continue our office automation efforts focusing on increased network utilization and sharing of network resources such as speciality printers, scanners, file systems and database. ✓ We want to develop cyclic user training programs to ensure that staff has the opportunity to stay current with installed technology. ✓ We will continue our efforts to make it easier for the public to access our data while being sensitivity to time dependant confidentiality. Each Department has a long term plan to increase employee awareness and understanding of computer functions, primarily through in-house training. We are committed to seeking new ways to organize data and maximize our efficiency. We recognize that our greatest data processing asset is a well-trained staff. We believe we have the capability, talent and long range planning in place to succeed at meeting the challenges of the next decade. VA:dg per(m97.rp1 (5/27/97) 11-42 SECTION III CUSTOMER SERVICES SECTION IIIA - SERVICE DELIVERY SYSTEM The Agency departments deliver both direct and indirect customer services. Our customers are the general public, development-related businesses, aviation-related businesses, municipalities and districts, homeowners and County staff. Our fee services are provided on demand. We staff to meet the demand (when revenue permits) and when demand peaks, we contract with consultant planners and engineers. The depth of non-fee supported services such as road repair and code enforcement is determined at the department level, with consideration for public safety and available funding as determining factors. Direct Customer Services: l We provide application processing for permits: land development, Flood Control District property encroachment, right-of-way encroachment, floodplain construction, transportation, building construction, demolition and grading. Application review, permit and inspection services are fee supported. Some permits are available by FAX, however, most permits are applied for in person at the Application and Permit Center. We also deliver responses to customer questions regarding land uses and ordinance provisions via telephone, FAX and over-the-counter. Through subscription to the Land Information System, we provide customers with access to the County Land Use Data Base. We provide tentative and final map review services, airport management,. airport, flood and road emergency response and lease management. We respond to citizen concerns regarding code infractions through our Code Enforcement, and Road and Flood Control Maintenance divisions. To cities and districts we provide contracted real property appraisal services, computer aided drafting and building permit and inspection services. VA:dg per(m97.rp! (5/27/97) We inspect public and private construction projects. Indirect Customer Services: At the discretion of the Board, we represent the County on numerous citizen participation committees. We work with other departments and the Board to identify, analyze and resolve land use and funding issues. We plan, design, build and maintain transportation systems and drainage systems which benefit all of our citizens. Our service delivery processes are defined by the California Environmental Quality Act, the Subdivision Map Act, the Federal Aviation Administration, various State codes such as the California Department of Fish and Game Code, and Titles 2, 7, 8, 9 and 10 of the County Ordinance Code. VA:dg perfm97.rpt (5/27/97) III-2 SECTION 11113 - CUSTOMER PROFILE Whenever the Agency members sit down to identify customers, we inevitably end up including everyone. Through our experience, many sectors of the general public take a proprietary attitude over our services, and sometimes our staff. AGENCY ADMINISTRATION works with all divisions at some time for one of the following reasons: There is a need to coordinate divisions among different departments. There is a need to relate policy issues directed by .the Board, the CAO, or other sources. There is a need to represent the divisions or departments in one of the many forums. There is a need to reconcile problems or work out solutions to problems among divisions. There is a need to provide specialized assistance. Agency Administration meets with the broadest cross-section of clientele. THE BUILDING INSPECTION DEPARTMENT has three .divisions, permit processing, construction inspection, and property conservation. Permit Processing Division checks plans to ensure their compliance with codes. The plans can be as simple as a water heater installation or as complex as a major office structure. This Division also ensures that plans meet conditions of approval which originate in other departments. The plan check occurs over the counter with folks from homeowners interested in minor repairs to sophisticated, specialized contractors. Construction Inspection Division consists of the building inspection field crew. Inspectors perform multiple inspections on structures during phases of construction. Inspectors can be generalized .or specialized in the areas of electrical, mechanical, plumbing, or grading. Field inspectors meet with homeowners, contractors, and occasionally with neighbors. Property Conservation includes neighborhood improvement and code enforcement. Neighborhood improvement administers loan programs to tackle older structures in need of repairs. This helps the neighborhood from deteriorating. Neighborhood preservation works with homeowners, lending institutions, contractors, and neighborhood groups. Code enforcement seeks to get property owners to prevent their properties VA:dq perfm97.rpt (5/27/97) III-3 from deteriorating. Clients include neighbors often angry with adjacent property owners who refuse to clean up and property owners who feel government is intruding into their lives and property rights. THE COMMUNITY DEVELOPMENT DEPARTMENT consists of five divisions; Current Planning, Advance Planning, Transportation Planning, Conservation, and Economic Development/ Redevelopment. Current Planning has a broad range of clients beginning with the applicants who pay the fees and directly receives the services. For this client, Current Planning focuses on the series of steps necessary to initiate development and complete the project. For neighborhood activists, this division provides disclosure of the project and forums to seek compromise and constructive mitigation solutions. For environmental interests, we focus on natural resources, systems and constraints. The Division provides professional support and planning advice to the three Planning Commissions and the Board of Supervisors. The division responds to the new ordinances and other initiatives created by the Board of Supervisors. Advance Planning is the long-term view of County development, combining the different system needs and constraints that exist when the County considers expanding its development profile. the County residentstoday and in the future are considered to be the clients. Transportation Planning is focused. on models and projections of traffic. It provides the analysis for future traffic needs and evaluates the effectiveness of future traffic facilities for the present and future residents of the County. The Division also monitors compliance with the County's Growth Management Program by preparing and presenting the Capital Improvement Program to the Board of Supervisors. County residents and employees of today and in the future are considered to be the clients. Solid Waste Division currently deals with solid waste franchising, solid waste facilities and waste reduction and recycling programs. In the past, the division has included hazardous waste and similar large scale special facility concerns. The clientele includes concerned citizens, other public VA:dg per(m97.rpt (5/27/97) III-4 agencies, project proponents, solid waste haulers, special interests, field experts and neighbors adjacent to solid waste facilities. RedevelopmentlEconomic Development is the largest division with Community Development. Redevelopment includes five project areas; Rodeo, North Richmond, Bay Point, Oakley, and Pleasant Hill BART. Each area has a committee and landowners interested in improvements. Housing develops projects and administers funds for low and moderate income housing projects; CDBG administers funds for community projects and works with non-profit agencies; and economic development seeks action to improve viability of business and industry as it works with existing and emergent business and industry. THE PUBLIC WORKS DEPARTMENT consists of eight divisions; Flood Control, Real Property, Computer Services, Transportation Engineering, Engineering Services, Design, Maintenance, Construction, and Airports. Flood Control requires new development to provide adequate drainage; therefore, it works with developers. The division maintains existing systems which puts it into contact with cities, environmental interests, and homeowners. Flood Control builds new facilities which ties it into the Army Crops of Engineers, other Federal agencies, and State agencies. Flood Control works with individual property owners to solve local drainage problems. Real Property Division negotiates with property owners for public acquisition of land. It therefore works with County agencies and property owners. Real Property extends their services to outside agencies, such as Caltrans and cities. Computer Services primarily provides support for internal data processing needs, however, a growing responsibility is connected with maintaining the GIS for outside agencies, commercial interests, and individuals interested in County maps. Transportation Engineering Division is responsible for the County road system. There are approximately 900 miles of roadway in the unincorporated area. The division is serving the road users of the County. The County works on joint projects with cities, and on regional VA:6g perfmV.rpt(5/27/47) 111-5 projects with regional, State and Federal agencies. The division must also work with groups and individuals who do not want road improvements or new roads. Since revenues do not meet demand for road facilities, Public Works must work with sources of funding. Engineering Services is the support system for new development. Plan review and plan check has the developers as primary clients, though surrounding homeowners feel they are entitled to equal representation. Assessment districts are operated to maintain existing facilities in existing developments. Design Division prepares the contracts and specifications for new projects. Be they roads or other Public Works projects, the Design Division establishes the standards of construction. This offers high levels of contact with contractors. The general public will be concerned with this division should any Public Works project fail. This division also maintains the standards necessary for flood insurance holders to retain this Federal program. The division has enabled ratepayers to receive a ten percent deduction on their rates as a result of their documentation. Maintenance Division operates field areas that fix the potholes, stripe the streets, abate weeds, maintain bridges, and similar services for the residents of the County. Construction Division oversees work performed in the public right of way. The division performs engineering inspection, plan review, and materials testing. The service benefits all of the residents of the County. Airports are responsible for the safe travel to and from airports, and the compatible use of property within the Airport. While the Airports°are most responsible to pilots, they work with the surrounding residents on a regular basis to maintain safety and noise standards. VA:dg perfm97.rpt (5/27/97) III-6 SECTION IIIC - CUSTOMER RELATIONSHIPS To make our services more accessible, we provide continuous counter service from 7:30 a.m. to 5:00 p.m. We accept certain permit applications by FAX, and have a voice response building inspection scheduling system. The Building Inspection Department offers automated records retrieval via CD-ROM and has implemented a credit card payment option. We offer Premium Application processing (accelerated processing) and a Preapplication Review Service. We hold quarterly meetings with developers to solicit feed-back on service delivery issues. The Application and Permit Center has customer comment forms available in the lobby. The completed forms are circulated among staff and customer suggested changes are made as appropriate. The following pages include copies of the Customer Service Evaluation, a 5-year summary of evaluations, sample customer comments, and customer comments which have been implemented. VA:dg perfm97.rpt(5/27/97) 111-7 U. ND RMIT Thank you for taking the time to tell us how we performed during your visit. Your comments and suggestions will help us provide the best possible service to the community. We do care and look forward to receiving your comments. Eileen Doten, Customer Services Manager Application and Permit Center, Contra Costa Count Date: WHAT WAS THE PURPOSE OF YOUR VISIT? ( ) Building Permit Information ( ) Public Works Permit/Information O Planning Permit/Information O Fire Permit/Information ( ) Environmental Health Permit/Information ( ) Other SERVICE EVALUATION (Circle One) Staff Knowledge/Skill Excellent Good Fair Poor Unsatisfactory Staff Efficiency/Courtesy Excellent Good Fair Poor Unsatisfactory Did staff offer alternatives if difficulties arose? ( ) Yes ( ) No Did staff explain our process adequately? ( ) Yes ( ) No Was your mission achieved? O Yes O No Over t. .. S'f'lN ...:::::.:.:.:::::::.::::..... .. 1i ...................... f........... ................... ::.;;:.;: ......:<.;;:.::.; .::::::::;;:.;:..:::::.::::::.;:.: XX X. ..... .... ........ .. .. . .... ... - ----------------- Thank you for your time. Please place this form in the Suggestion Box. Optional: Name: Telephone: Address: VA:dq perfm97.rp1 (5/27/97) Y APPLICATION AND PERMIT CENTER 5-YEAR SERVICE EVALUATION SUMMARY: August 1, 1990 -August, 1995 Total number of service evaluations by customers: 117 Service ratings by category Excellent Good Fair Poor Unsatisfactory Staff Knowledge/Skill 102 10 5 Staff Efficiency/Courtesy 98 8 1 3 Percent of Service Evaluations reporting Excellent level of Staff Knowledge/Skill 87% Percent of Service Evaluations reporting Good level of Staff Knowledge/Skill 9% Percent of Service Evaluations reporting Unsatisfactory level of Staff Knowledge/Skill 4% 100% Percent of Service Evaluations reporting Excellent level of Staff Efficiency/Courtesy 89% Percent of Service Evaluations reporting Good level of Staff Efficiency/Courtesy 7% Percent of Service Evaluations reporting Fair level of Staff Efficiency/Courtesy 1 Percent of Service Evaluations reporting Unsatisfactory level of Staff Efficiency/Courtesy 3% 100% VA:dg perfm97.rpt (5/27/97) Sample Customer Comments ".More building and permit departments should be this good." "You should take over the City of Concord and Walnut Creek departments; you are superior." "A real pleasure to do business with this department; excellent service and assistance, friendly, helpful staff." "This is the only planning/building office I deal with which is a pleasure to come to. You're very helpful and friendly. I appreciate it." "I especially appreciate the patience of your staff and the toy box in the Waiting Area. "I requested several files which staff found and kept looking for when they were not easily found.' "Well organized and had solutions to problems." "I found excellent and cordial help today." "Please keep up the good work. It's a pleasure to pull a permit from the County; the cities need a field trip here." "Your desk and supplies in the Waiting Room are most appreciated." "My husband and I have dealt with the Oakland office and have never been happy or satisfied. Dealing with this office has been nothing but a pleasure. All of you should be pleased with yourselves and your employees.' "I believe that the permit process at this office is better than any other city or county I have been at." "It is so.nice to have officials who want to help the public--not just police them." VA:dg perfmRrp1 (5/27/97) 111-10 Customer Suggestions which have been implemented "Stay open during lunch." "List in phone book a telephone number for recorded info on getting a building permit." "The receptionist should be able to hand out minor sub-applications without the customer having to talk to a planner.' "How about permits by phone? Use FAX and Visa card." "Please provide a table for people to look at files." "Suggest you prominently post the requirements for owner-builders to obtain permits." VAAq per(m97.rpt (5/27/97) III-11 SECTION IV ANNUAL PERFORMANCE SECTION IVA - PERFORMANCE INDICATORS BUILDING INSPECTION DEPARTMENT Objectives: 1. Keep total turnaround permit processing time to a minimum, consistent with maintaining a high level of quality and accuracy. 2. Maximize the number of inspections per inspector day, consistent with maintaining acceptable quality and accuracy. 3. Provide responsive service to complaints about housing, building and zoning code violations. 4. Keep Department solvent, with sufficient operating reserves to bridge seasonal and economic fluctuations that affect construction activities and permit revenues. PERMIT PRCICENCING&USSITANCF.INDICATOR C ACTIJAL PERFORMANCE 1996 Residential 70% same day 90%within same day;6%within 1 week 15%within 2 weeks 2%within 2 weeks 15%within 4 weeks 2%within 2 weeks Commercial 70%within 3 weeks 32%within 1 week 6%within 2 weeks 47%within 3 weeks 20%within 4 weeks 15%within 3 weeks Tenant Improvement 80%within I week 62% within 1 week 15%within 2 weeks 28%within 2 weeks 5%within 3 weeks 9% within 3 weeks CONSTRUCTION INDICATORS Residential-20 inspections per day-average 15.2 per Inspector per day Commercial- 10 inspections per day-average 7.9 per Inspector per day Grading Inspections-Residential and Commercial,2 per day 5.7 per Inspector per day Complaints- 1 per inspector per year 0.40 per Inspector per day PROPERTY COMERVATION INDICATORS Close 50% of cases opened 34%closed Code Enforcement Inspections-4 per day 3.5 per Inspector per day ADAIMSTR ATiVF.INDICATOR Quarterly and annual departmental budget reports are available. 1996 ended with sufficient operating reserves. VA:dg perfm97.rpt (5/27/97) IV-1 COMMUNITY DEVELOPMENT DEPARTMENT Advance Planning: Consider Cowell Ranch, TVPOA, and a range of other pending plan amendments. Initiate Countywide review of the adopted Urban Limit Line. Solid Waste Programs: Solid Waste -- Resource Recovery The goal of resource recovery programs is to reduce the amount of waste deposited in landfills. From the base year of 1990, a state required reduction of 25% by 1995 and 50% by 2000 is the goal. The state has approved a plan developed by the county which outlines the programs that will be implemented to reach the goal. Implementing the required programs will require a budget and a staff. Our first goal therefore, is to assure a source of funding. Contribution from two sources is appropriate when done through two mechanisms. The first mechanism is the inclusion of Franchise Fees placed on waste hauling Franchise Agreements throughout the unincorporated county area. As we review each Franchise agreement we will also review the level of service and determine if it is the appropriate time to implement any new services. New rate structures which include Franchise Fees, variable can rates and any other necessary modifications to service levels will then go to the Board of Supervisors for approval. The second mechanism involves assuring that all county waste landfilled, either in the county or out of county, be assessed the $.15 per ton landfill fee approved by the Board of Supervisors. Despite County reporting requirements, waste directed to out of County landfills do not contribute. It is anticipated that these two actions will provide adequate funding to provide for staff to implement the necessary waste reduction programs. Our first effort is to have every County customer pay a county franchise fee. Once funding is assured, staff can focus on implementing programs as outlined in the Source Reduction and Recycling Element (SRRE) The VA:dg perfm97.rp1.(5/27/97) IV-2 County is required to provide an Annual Report to the state which outlines the amount of reduction in landfilled waste and describes which of the approved source reduction and recycling programs have been implemented. The program areas the State expects to see this year include: • Variable Can Rates: establish variable can rates, including mini-can rates throughout the unincorporated area; • Residential Curbside Collection: continue, evaluate and expand curbside recycling programs to include as many materials as practical; • Multi-Family Collection: continue, evaluate and expand existing and planned apartment, condominium and mobile home park multi- material collection programs; • Reusable Pick-up Days: explore the feasibility of establishing reusable pickup programs; • Establish Yard Waste Collection Programs: require waste haulers to establish collection programs for source separated yard waste from residences and businesses in the unincorporated communities; • Public Outreach: develop Countywide publicity and public education/outreach programs; • Commercial Recycling: provide technical assistance regarding source reduction and recycling to commercial businesses; • Home Composting: continue, evaluate and expand Home Composting program; including free workshops and discounted compost bins; • Household Hazardous Waste: coordinate with Health Services Department, solid waste authorities and solid waste haulers regarding Household Hazardous Waste programs; • Bay Area Wide Source Reduction Programs: participate in the third annual Bay Area Shop Smart campaign, Business Waste Reduction campaign and Edible Food Donation campaign. VA:dq perfm97.rpt (5/27/97) IV-3 Collection Franchises Finalize the establishment of franchise relationships for all unincorporated areas of the county which will eliminate the need to issue Transitional Permit extensions (pursuant to County Ordinance 91-26. Solid Waste -- Facilities 1. Complete the EIR for the West Contra Costa Sanitary Landfill (WCCSL) Hazardous Waste. Management Facility Closure/ Postclosure Maintenance Plans. Project and EIR will be subject the approval of the Lead Agency, Department of Toxic Substances Control (DTSC). 2. Assist the County Health Services Department/Environmental Health Division as Local Enforcement Agency (LEA), upon request, with CEQA compliance whe'r_e they have been designated as the Lead Agency. 3. Respond to requests from Erickson for assistance in seeking necessary approvals and meeting required conditions prior to operation of their hazardous waste facility which was approved for the North Richmond area. 4. Continue on-going Implementation/Mitigation Monitoring Programs for the following facilities (including approval of phased development as well as oversight regarding other requirements in the Land Use Permit): a. Acme Fill Waste Recovery and Transfer Station (a.k.a. BFI/Solid Waste Transfer and Recovery Station); b. Keller Canyon Landfill (including implementation of the Payout Process as directed by the Board of Supervisors) and negotiations to reduce.resident's concerns; c. West County Integrated Resource Recovery Facility (IRRF), including the Central Processing Facility (transfer station) and Bulk Materials Processing Center; VA:dg per(mRrp1 (5/27/97) IV-4 d. WCCSL Soil Remediation Facilities; e. Central Contra Costa Sanitary District's Household Hazardous Waste Collection Facility; f. Assisting the Health Services Department in maintaining collection; and g. Assisting Delta-Diablo construct their drop-off facility. 5. Respond/comment regarding the U.S. Department of Energy's proposal for the importation of spent nuclear fuel rods to Concord Naval Weapons Station, as directed by the Board. Current Planning: 1. Adopt Agricultural Zoning Ordinance Regulations: Ninety percent (90%) of ag core land has been rezoned, the remaining 10% is presently under study as directed by the Board of Supervisors. 2. Complete the Planning process on the remaining 7 applications (rezonings, development plans, and major and minor subdivisions) that were filed before 1992. 3. Complete standard time frame for project processing. Eighty percent of all applications will be processed within the standard time frame. Transportation Planning: 1. Consistency between transportation plans/programs of other agencies with the County's plans and programs. Achievement of this indicator is influenced more by the activities of elected officials than by the activities of staff. Some achievements included the cooperative efforts of the Public Works Department. • Adoption of the State Route 4 Bypass in the Metropolitan Transportation Commission's 1996 Regional Transportation Plan. VA:dg per(m97.rpt(5/27/97) IV-5 Federal, state and regional agencies can now work with the County and the State Route 4 Bypass Authority in implementing the initial phase of this project. • Completion of the Metropolitan Transportation Commission's Altamont Pass Interregional Corridor Study which recommends actions to ensure that local planning activities do not preclude the viability of a Tracy-Brentwood Expressway. This expressway is consistent with the County General Plan. • Initiation of the CCTA-sponsored Major Investment Study/Project Study Report for State Route 4 East which will provide a design concept, scope, schedule and cost estimate for upgrading the freeway between Railroad Avenue and State Route 160. • Adoption of an agreement forming the Capitol Corridor Joint Powers Board which will allow transferring the management of passenger rail service to BART and other counties within the corridor, as recommended by the County-sponsored Greater East Bay Rail Opportunities Study. • Execution of a Memorandum of Understanding between the Community Development, Public Works, and Health Services Departments to coordinate county efforts to promote bicycle transportation. • Execution of contracts with BART and Tri Delta Transit to evaluate methods they can implement to promote use of the Bay Point/Pittsburg BART station pursuant to the County-sponsored East Contra Costa Intermodal Transit Access Study. • Initiation of a joint Action Plan for San Pablo Dam Road by the Southwest Area Transportation Committee and WCCTAC which will support an update of the transportation policies in the County General Plan for the EI Sobrante Valley. 2. Increasing/Preserving revenues available for transportation planning.and implementation. Achievement of this indicator is influenced more by the VA:dg per(m97.rpt (5/27/97) IV-6 F activities of elected officials than by the activities of staff. Some achievements included the cooperative efforts of the Public Works Department. Adoption of the South County Joint Exercise of Powers Agreement by San Ramon, Danville, and the County which will generate developer fees for transportation improvements that will help accommodate growth in the San Ramon Valley, including the Dougherty Valley. Adoption of the East Contra Costa Regional Fee and Financing Authority's East Contra Costa Transportation Strategic Plan which establishes priorities for the expenditure of $181 million in developer fee revenues for regional transportation improvements that will help accommodate growth in eastern Contra Costa. - Participated with WCCTAC jurisdictions in initiation of a study to establish a subregional transportation mitigation program that will help fund the State Route 4 West Freeway Gap Closure project. - Execution of an agreement between Health Services and WESTCAT coordinating operation of the Health Services shuttle and the Martinez Link 30Z bus route, allowing Health Services to eliminate redundant service and save money. 3. Compliance with performance standards for growth management and congestion management purposes. - In 1996, the Contra Costa Transportation Authority found Contra Costa County in compliance with their Growth Management Program which includes compliance with specific traffic level-of-service standards. - The County expanded its employee vanpool program from three vanpools to five vanpools. VA:dg perh97.rpt (5/27/97) IV-7 Public Works Our program budget is the Department's primary indicator of progress in reaching our goals. The program budget runs from July 1 to June 30 of each year. We have summarized program activities into the six categories listed below with the approximate percentage of completion of tasks presented in the 1994-95 Program Budget. 1. Maintenance 80% 2. Planning of Future Infrastructure - Roads 87% 3. Planning of Future Infrastructure - Drainage 88% 4. Capitol Improvement Program - Design & Construction 81% 5. Engineering Services (Land Development) 91%. 6. Technical and Administrative Services 89% In order to provide further insight into our activities, we have established additional indicators for certain categories including: INDICATORS FOR MAINTENANCE -� Cost to perform work versus the projected budget cost. . : Clrf :>::»::::>::::>::>::>::>::»>:.::..0. . ....t 'I`IT. ::::.:::::::COST:::::..::::.: Inspect,clean &repair 711 $110,253 $155/ea $150/ea hydraugers Replace traffic and street 5502 $292,369 $53/ea $40/ea signs Replace failed pavement 13,716 sy $201,323 $15/sy $13/sy (grinder) Replace failed pavement 10,024 sy $387,365 $38/sy $33/sy (backhoe) Place single chip seal 137,178 sy $70,997 $ .52/sy $ .72/sy Place double chip seal 331,440 sy $335,916 $1.00/sy $.84/sy VA:dg per(m97.rpt (5/27/97) IV-8 t: INDICATORS FOR CAPITOL IMPROVEMENTS -4 Number of change orders per project resulting from changes in project specifications during construction. :..:::..:.:::.::.:::::.:::::.::::::::.............................................::::::.::::.::::::::.:::::.::::.:::::::::::............................................t E �:; .;:.;:.; .........::.::.;:.::.;:.;:.:. R. 6 1 -4 Cost of engineering for various types of projects. > Ii:GI:lE : . ; ::.. ::. i�C :G.: :Q. T .....: S.:P .E T E. F.:C t. . :.:.. . . .:: .. .:. > :::.::CON`t'# C`t'..: . .:::::::::::.: ....::..::: »: : : ::::::::::::::.:::::::::::::::::::::::: .:............::.:::.:..:::.: I E R..N...G.:::. >:::.:.::::: ( I T . :::.::.::.:::::::: ......:::::::::::.:;.;:.::.;:;:.:;;:;:;;::.;::: CZE ::•::: ...........:: :::::::. ..... ... Road Widening Less than$100,000 5 27.5 $100,000-200,000 1 19 $200,000-400,000 1 20 $400,000-800,000 2 12 $800,000+ 2 21 Structure $200,000-600,000 3 22 Storm Drains $120,000-650,000 2 14.8 Traffic Signals $45,000- 145,000 4 23 (1) Includes engineering, environmental, regulatory permits, and right-of-way engineering. INDICATORS FOR ENGINEERING SERVICES ->► Submittal tum around time (time to process) vs. Department standard of 4 weeks. .....:.... .....:«<:>;:::::»>::>:<:>:;:>:::: :................................................:: . :::::::::::: : : :>::::>:............................... I5[.I;i VI .... .................................................................:::::::::::::::::..::::::::::::.::::.:.:.......................... tRt: C11 .:::.::: :..;;.;;:.;:.;:::::.;:.:.>::::::::.:.:..::: ............. ::::::......... ...................................::. :..:. :,...........::SIE:................ ...........:: "Il ....;<::>::::>::>:::: At :.:.::. 1st 30 days 29 25 41 2nd 20 days 28 21 39 3rd 10 days 28 14 39 4th 5 days 19 8 1 21 VA:dg perfm97.rpt (5/27/97) IV-9 SECTION IVB - ACCOMPLISHMENTS APPLICATION AND PERMIT CENTER The integrated service delivery team at the Application and Permit Center continued to provide outstanding customer service, although service delivery was markedly slower in 1996 due to staffing cutbacks. Staff took in 252 land entitlement applications, issued approximately 3,000 transportation and encroachment permits, cleared 6,960 applications for building permits, answered.approximately 20,000 calls for information and helped approximately 7,000 citizens over-the-counter. BUILDING INSPECTION DEPARTMENT Administration: The reorganized and restructured department continued to make progress in improving customer service and mission effectiveness: • Embarked on conversion of Permit Management System computer environment from the mainframe to client-server. This will improve staff and customer access to data and information while reducing costs. Continued and expanded efforts in staff development through a 5% budget to training and staff development. Examples include. off-site training classes and seminars, and participation in activities of professional organizations. • Improved communications between the office and field staff and customers through additions of pagers and cellular phones. • Conservative fiscal management has stemmed the operating deficits of previous years, and restored the operating reserve to a more acceptable level. VA:dg perfm97.rp1 (5/27/97) IV-10 Inspections: • Complaints from the public and customers are down from prior years. This is attributable to increased training, consistency, and emphasis on customer service. • A code interpretations committee provided timely consensus and consistency among inspection staff on enforcing code provisions that are subject to interpretations. • Communications and working relationships with county and city planning agencies and fire districts continue to improve. • Inspectors are rotated to different districts to broaden their exposure and experience on different types of construction. Statistical Accomplishments for 1996: CONSTRUCTION DIVISION - Inspections completed in 1996 Commercial/industrial Structural Inspections 2869 Electrical Inspections 1328 Plumbing/Mechanical Inspections 1206 TOTAL 5403 VA:dg per(m97.rpt (5/27/97) IV-11 Residential Clayton/Concord/Walnut Creek 6412 Orinda/Moraga/Lafayette 8662 Alamo/Danville/San Ramon 4446 Richmond/San Pablo/EI Sobrante/ 2873 Kensington Antioch/Oakley/Brentwood/Byron/ 5227 Knightsen/Discovery Bay TOTAL 7620 Grading TOTAL 3935 PERMIT PROCESSING DIVISION - Plan Check/Permit Issuance for 1996 Residential Plan Check and Structural Calculations New single, multi dwelling 3090 buildings and additions Commercial Plan Check and Structural 78 Calculations Tenant Improvement Plan Check 245 TOTAL 3412 Permits Issued (includes reroofing, termite repair, deck, retaining wall, swimming pool, electrical, plumbing, mechanical, grading; mobile home, rehabilitation, and all others to include any necessary plan check required) TOTAL 6960 VA:dg per(m97.rpt (5/27/97) IV-12 PROPERTY CONSERVATION DIVISION Number of inspections: 6275 Number of properties abated by demolition: 3 Number of complaint files opened: 594 Number of complaints closed by compliance: 202 Number of NPP4 applications: 70 Number of NPP loans made: 43 Total amount of NPP loans made: $8301340 Inspections Code enforcement cases are time consuming and expensive to abate. Only minor amounts of code enforcement work are funded from grants and external sources. With no general fund support, this work is an unfunded mandate that is largely, and inappropriately, funded from permit fees. COMMUNITY DEVELOPMENT DEPARTMENT Advance Planning GENERAL PLAN AMENDMENTS (GPA) RECENTLY COMPLETED 1. Reconsolidated County General Plan The Board authorized the creation of a reconsolidated General Plan for the County. It has four goals: To bring prior Board adopted General Plan amendments into a consolidated Plan document, to correct errors of fact, to update demographic and related background material into the plan text and to update the Land Use Plan Map to reflect public ownership. This major effort is in the edit stage and should be scheduled for April or May. --adopted in 1996 4NPP(Neighborhood Preservation Program) VA:dg pertm97.rp1 (5/27/97) IV-13 2. Tassajara Meadows GPA A general plan change from Agricultural Lands to Single Family Residential High Density and Public and Semi-Public. This site was previously a part of the TVPOA application. --adopted by Board 3. Wendt Ranch GPA A general plan change from Agricultural Lands to Single Family Residential High Density and Open Space. This site is within TVPOA project boundaries but has been authorized for separate consideration.--adopted by Board 4. Dougherty Valley General Plan and Specific Plan Amendments Settlement agreements between the County, the Dougherty Valley developers, and all litigants have been adopted. Partially in response to these settlement agreements, the Dougherty Valley General Plan and Specific plans are being revised. Based on these revisions an EIR was prepared on .these two documents along with Shapell's second phase and Windemere Ranch Partners first development phase.--adopted by Board GENERAL AND SPECIFIC PLANS IN PROCESS This is a list of the main general and specific plans which are presently in various stages of environmental review or development and will be the focus of the sections major efforts in 1997-1998. Project Name/Description: 1. Cowell Ranch GPA This is the third largest development proposal in the County history. The project has been redesigned to be more environmentally sensitive and a revised EIR is underway. It is being considered VA:dg perfmRrpt (5/27/97) IV-14 cooperatively with Brentwood and Brentwood/County Coordination Committee.--the Final Draft EIR is being drafted 2. Tassajara Valley Property Owners (TVPOA) GPA TVPOA GPA is the second largest development proposal ever to be considered by the County. The proposed community covers 5,950 housing units adjacent to Danville and Dougherty Valley--the EIR is in public review 3. Bay Point/Pittsburg Bay Area Rapid Transit (BART) Specific Plan BART, the County and Pittsburg are starting to develop a specific plan for new Bailey Road BART Station. The Committee process is operating and Draft Plan ideas are being reviewed by the Committees. --project to be finalized as hearing Draft by this fall 4. Oakley General and Specific Plans In concert with Redevelopment Agency staff this Oakley Specific Plan effort is to revitalize the Oakley Old Town area.--in hearing before the Board 5. Rodeo General and Specific Plan In concert with Redevelopment Agency staff this Rodeo Specific Plan effort is to revitalize the Rodeo Waterfront area.--Final EIR approved by Zoning Administrator in February 1996, plan is being revised with citizen groups. To be rescheduled for Planning Commission in summer 6. Other Minor Amendment A range of other small amendments have been authorized and will be processed.--scheduled as possible and appropriate VA:dg pertm97.rpt(5/27/97) IV-15 OTHER SIGNIFICANT PROJECTS, STAFFING EFFORTS AND COMMITMENTS 1. Participate in the Carquinez Strait subregional planning effort in cooperation with Solano County and the State Lands Commission. This effort covers the northwest shoreline portion of the County in attempts to establish a regional park with related recreational facilities. Staff Time as required 2. Participate in a biodiversity planning group with the East Bay Regional Park District, Alameda County, Contra Costa County, East Bay Municipal Utility District, Contra Costa Water District, and the State Department of Fish and Game to share data resources on the development of various species protection programs. This is being done in concert with Water Agency staff. Staff Time as required 3. Liaison with East Bay Municipal Utility District (EBMUD) on their Watershed Lands Master Plan and the East Bay Regional Park District (EBRPD) on their review of the Park District Master Plan. Staff Time as required 4. Participate in the Los Vaqueros Watershed Resource Management Plan Develop in conjunction with other public agencies, a resource management plan for the larger Los Vaqueros Watershed area. Staff time as needed 5. Growth Management Monitoring In-house effort to develop an automated land monitoring process per the mandates of Measure C-1990. The goal of their computer tracking program is to monitor the overall county compliance with the 65/35 Land Preservation Standard which was established through Measure C-1990. Staff time as required VA:dg perfm97.rpI (5/27/97) IV-16 6. Provide primary technical support in maintaining and updating a land use database for the unincorporated county areas which are used in the four subregional traffic models developed by the CCTA. Staff time as required 7. Agricultural Land Trust The Board of Supervisors in December 1996, directed that a land trust be established with a mitigation bank component. The Trust was established and is initiating projects with the Board grant of $500,000. Staff time as needed 8. Mandatory Referrals (§ 65402 of the State Government Code) Develop staff report and findings of conformance with the County General Plan for public acquisitions and sales of property. Staff time as needed 9. Annual Housing Survey In January of each year, forms are sent to each city asking for information on housing growth by census tract and city, school enrollment and annexations. The data is forwarded to the State Demographic Research Unit and State Appropriations as both the cities and county appropriations are based on the population estimates generated from this annual survey. Some of the technical requirements includes updating the housing estimates in each of the county's census tracts and preparing summary reports for various geographic areas of interest as well. 10. California Environmental Quality Act (CEQA) Document Review Comments are made as appropriate on the environmental documents submitted to the County by other State, Federal or local agencies. Includes both county and non-county projects. Vn:e9 perfm97.rp1 (5/27/97) IV-17 11. Marsh Creek Agricultural Preservation Area The Board has directed that staff work with affected cities in establishing a agricultural preservation area east of Clayton (similar to the Briones Agricultural Preservation agreement) 12. Local Parks policies In conjunction with Public Works Special Districts staff, prepare an interim local parks and open space policy on how to implement to General Plan on local parks and trails.--(adopted) Now working on funding a Parks Master Plan SOLID WASTE PROGRAMS Solid Waste - Resource Recovery: . 1. Utilizing a $24,750 State Grant for the Contra Costa Recycling Market Development Zone (RMDZ) completed as a member of a subcommittee of the membership, the process of developing a Strategic Marketing Plan, an Organizational Plan and a Marketing Brochure for the Zone. 2. Utilized a computerized tracking system for monitoring waste disposal in Contra Costa cities and unincorporated areas. The system produces reports for other counties and for Contra Costa cities that provide the information they need to meet their AB939 State reporting requirements. It also provides the information needed by the county to meet its requirements to report the amount of waste sent to landfills from the unincorporated area. 3. Submitted the first Annual Report to the California Integrated Waste Management Board, as required by AB 939, to quantify the amount of waste diversion which occurred in 1995. Based on reports from landfills both in Contra Costa County and in neighboring counties, the .Unincorporated Contra Costa County area met and exceeded the VA:dg perfm97.rp1 (5/27/97) IV-18 State requirement that.the amount of waste landfilled be reduced by at least 25% by the year 1995. The reduction is required by AB939. 4. Began implementation of the State approved SRRE program that requires establishment of variable can rates for waste pickup. Variable can rates were established in the West County Richmond Sanitary Service (RSS) franchise area in the Central County Solid Waste Authority (SWA) area, and in Crockett. They are to become effective in Kensington in September. Negotiations are proceeding in other parts of the County. 5. Provided compost training at four different times and locations in the east county area. Sold discounted home composting bins to interested residents. Home composting programs are scheduled to be expanded to West County communities in the Summer of 1997. 6. Participated in the planning and implementation of a Bay Area wide publicity campaign, "SHOP SMART", designed to educate consumers to buy recycled or recyclable products, to buy in bulk to save on unnecessary packaging, to compost fruit and vegetable remains and to buy reusable products rather than throwaways. The project consisted of developing conservation messages, Public Service announcements, TV and radio ads, display units for grocery stores, shelf tags to be located throughout the stores and brochures for distribution in the stores. Volunteers were organized and trained to do most of the store setup, maintenance and tear down. 7. Participated in the planning for two other Bay Area wide publicity campaigns; (a) reduction of Business Waste in small to medium sized businesses that use large amounts of paper, and (b) reduction of food waste generated by food-related businesses through publicizing edible food donation opportunities. 8. Operated the Recycling Hotline which took calls from throughout the county and provided information for residents and businesses regarding recycling opportunities. VA:dg per(m97.rpt (5/27/97) IV-19 9. Completed a comprehensive "Solid Waste and Recycling Assessment for the Embassy Suites Hotel - Pleasant Hill/Walnut Creek" which provides detailed recommendations regarding waste reduction and recycling. Offered waste reduction and recycling assistance to other interested business in the Contra Costa Centre using various outreach techniques. Solid Waste - Collection Franchises: 1. Participated in the administration of the Franchise Agreements entered into the by the Central Contra Costa Solid Waste Authority. 2. Received Board of Supervisors approval for Solid Waste & Recycling Collection Franchise Agreements with Crockett Garbage Company and Bay View Refuse & Recycling Inc. for the Crockett/Port Costa and Kensington areas. 3. Continued discussions/negotiations with Sanitary Districts to establish franchise relationships for the unincorporated areas of the County (i.e., direct County. franchise, Memorandum of Understandings, etc.). 4. On-going administration of RSS Franchise Agreement including rate adjustments. Initiated a review of the rate setting methodology in order to review the current rate structure. 5. On-going coordination with the West Contra Costa Integrated Waste Management Authority on various issues related to solid waste/recycling in West County. 6. Initiated development of a Rate Setting Methodology, for the unincorporated areas, with the exception of the RSS service area. Solid Waste - Facilities: 1. Received Zoning Administrator approval for the Household Hazardous Waste Collection Facility proposed by Central Contra VA:dg perfm97.rp1(5/27/97) IV-20 Costa Sanitary District in the Pacheco area. Initial construction of the facility has commenced. 2. Assisted State with the completion of the Administrative Draft EIR for the West Contra Costa Sanitary Landfill Hazardous Waste Management Facility Closure/Postclosure Maintenance Plans. The EIR and project are subject to the approval of the State as Lead Agency. 3. Assisted County HSD with CEQA compliance for various solid waste projects. These project and CEQA actions are/were subject to the approval of the County HSD as Lead Agency. 4. The WCCSL Soil Remediation Facility began operations; currently accepting and treating hydrocarbon contaminated soils for use as landfill cover at the landfill in West County. 5. Received Board of Supervisors approval and began implementation of a Payout Process for eligible residents near the Keller Canyon Landfill. 6. On-going Implementation/Mitigation Monitoring Programs for the following facilities (including approval of phased development as well as oversight regarding other requirements in the Land Use Permit): a. Acme Fill Waste Recovery and Transfer Station (a.k.a. BFI/Solid Waste Transfer and Recovery Station); b. KCL (including a significant amount of progress related to the KCL Property Valuation Study); c. West County IRRF (including the Central Processing Facility and Bulk Materials Processing Center); d. WCCSL Soil Remediation Facility; e. Erickson Hazardous Waste Transfer/Treatment Station; and VA:dg perlm97.rpt(5/27/97) IV-21 f. Central Contra Costa Sanitary District's Household Hazardous Waste Collection Facility. 7. On-going development of solid waste information for County Programs as well as. responding to inquiries from the Board of Supervisors and the public. 8. Analyzed and provided comments regarding the U.S. Department of Energy's proposal for the importation of spent nuclear fuel rods to Concord Naval Weapons Station, as directed by the Board. Special Projects: 1. Land Information System Maintenance - Ongoing effort of staff. 2. Child Care Program Review child care mitigations which are part of condition of approval for land development projects and work with developers to carry through child care-related mitigations. 3. Demographic Inquires Provided information in response to inquiries for demographic data from the public or other departments and agencies. CURRENT PLANNING Applications received: Rezonings 11 Major Subdivisions 5 Minor Subdivisions 16 Land Use Permits 113 Development Plans 97 (*87 Small Lot Reviews) Variances 61 TOTAL 252 VA:dg per(m97.rpt (5/27/97) IV-22 Applications Heard & Decided: Approved Denied Total Zoning Administrator 143 16 159 CPC 32 8 40 SRVRPC 20 3 23 ECRPC 17 4 21 TOTAL 212 31 243 The following figures represent 128 Land Use matters brought before the 38 meetings held by the Board of Supervisors in 1996. This averages out to approximately 3.4 hearings per Board meeting. Board of Supervisors Meetings (38) Agreements with cities/districts 5 Appeals 31 Entitlement Decisions 29 Ordinances 23 Miscellaneous 19 Police Service 9 Reconsiderations 6 Refineries (Shell, Tosco, Unocal) 6 Total Items to Hearing 128 Projects Created by Direction of the Board of Supervisors: 1. Pre- Board of Supervisor meeting briefings on Land Use hearings. 2. Ordinance Prohibiting advertising of tobacco products and alcoholic beverages on billboards near school (and resultant Voluntary Agreements). VA:dg perfmRrpt (5/27/97) IV-23 3. Amendment to small lot ordinance. 4. Ordinance prohibiting the commercial sale of firearm and ammunition in residential districts. Complete review of non- conforming uses and licensing. 5. Public Convenience and Necessity Liquor letters. 6. Elections for forming Police Service District Zones. 7. Ordinance prohibiting sale of "Saturday Night Specials" (junk guns). 8. Ordinance requiring land use permits for development projects using hazardous materials and hazardous wastes (Ord. 96-50). Tasks that were project related but outside of the normal application processing included: 1. Wendt Ranch litigation. 2. Dougherty Valley Oversight Committee-Organization and Meetings. 3. Mitigation Monitoring for Shell Oil Clean Fuels Project. 4. Mitigation Monitoring for Unocal Oil Clean Fuels Project. 5. Mitigation Monitoring for Tosco Oil Clean Fuels Project 6. Mitigation Monitoring for Pleasant Hill BART Station. 7. Mitigation Monitoring for County Club at Gale Ranch (Dougherty Valley). 8. Utilization of preapplication review. VA:dg perfm97.rpt (5/27/97) IV-24 9. Formulating modification to fee schedule. Current Planning Non-project Related Tasks: 1. Implemented pre-application review procedures. 2. Continue and expand on inter-departmental meetings with representatives from all department involved with development (Community Development Department, Public Works Department Building Inspection Department, HSD) to improve public service. 3. Established a computer terminal available for public use. 4. Began a systematic purging and microfilming of files for efficient and cost effective permanent storage. 5. National Pollutant Discharge Elimination System (NPDES) Program - continuing. Current Planning Has Begun Application Streamlining Process: 1. Implementation of the P-1 Ordinance for North Richmond which includes streamlined administrative process and local review. 2. Implementation of streamlined process with public for notification for development review on substandard lots. Projects Still Being Worked on Requiring Substantial Time Investment in 1996 and Continuing into 1997: 1 . Discovery Bay West 2. Dame', Bettencourt and Shadow Creek applications and appeals. 3. Wendt Ranch and Camino Tassajara Development approvals. 4. TVPOA General Plan Amendment and entitlements. VA:dg per(m97.rpI (5/27/97) IV-25 5. Cowell Ranch General Plan Amendments and Entitlements. 6. Lucy Lane Subdivision. 7. Alamo Orchards General Plan Amendment and entitlements. 8. Permit Streamlining efforts. 9. Annual reports on Refinery Clean Fuels projects. 10. Hazardous Materials Ordinance. 11. Wendt Ranch; implementation of mitigation monitoring. 12. Tassajara Meadows; project approvals (Development Plan, Subdivision Map). 13. Saranap "in-fill" projects. 14. Responding to subdivision approvals extended by operation of State law. 15. Clean Fuel Projects Provide follow-up to the conditions of approval for all the oil refinery clean fuel projects approved by the County over the last two years. REDEVELOPMENT AGENCY/HOUSING/CDBG PROGRAMS: Redevelopment • Continued development of Northtown Area Revitalization Strategic Planning Process in Bay Point. VA:dg perfm97.rp1 (5/27/97) IV-26 • Continued development of Bay Point/Pittsburg/BART joint planning process for future transit-based development program in area of new Bay Point BART Station. • Initiated implementation of a First-Time Homebuyer Program utilizing Agency, County HOME Program funds and a FHA loan insurance program to assist low-moderate income homebuyers in the purchase and rehabilitation of existing homes in the Bay Point and North Richmond areas. • Completed the realignment of Brookside Drive in North Richmond, and initiated related negotiations with developer of adjacent light industrial properties. • Assisted in the predevelopment activities and successful federal funding application for the North Richmond Senior Housing Project. • Assisted in the predevelopment activities and successful federal funding application for the North Richmond Center for Health. • Secured land use approvals and construction loan for a single family affordable housing subdivision in North Richmond. • Continued to enter into First Source Hire Agreements with businesses in North Richmond to provide employment opportunities for area residents. • Continued provided assistance to Rubicon, Inc., a local non-profit organization, to provide employment and educational training to North Richmond residents. • Initiated and completed Market and Chesley railroad crossing improvements. • Completed design guidelines for the North Richmond area. VA:dg per(m97.rpt(5/27/97) IV-27 • Initiated a light industrial business incubator feasibility study for North Richmond. • Monitored and provided technical assistance to Ad Hoc Committee on Residential/Industrial Interface on matters related to redevelopment project effects of proposed policy options. • Continued to develop downtown Rodeo Specific Plan process. Completed financial assistance package for Rodeo Fire Station seismic upgrades. Project renovation completed. • Initiated Commercial Facade Rehabilitation Program in Rodeo and Bay Point. • Selected site and undertook predevelopment work in partnership with Ecumenical Association for Housing and a community group for a senior housing project in the Rodeo area. • Initiated a frontage improvement program for California Street (Hillcrest School) in the Rodeo area. Agency has committed funding to leverage CDBG funds. • Assisted Ecumenical Association for Housing (EAH) financially to prepare and submit a successful federal funding application for low-income disabled housing in Oakley. Initiated land use approval process. • Completed development of the Oakley Golden Oak Manor project (affordable senior housing). • Initiated and completed master plan preparation for proposed library, recreational and trail staging area site in Oakley. • Completed Oakley Road/Empire Landscaping project. VA:dg perfm97.rpt (5/27/97) IV-28 • Initiated a sidewalk program for a lower-income section of the Oakley community. • Continued to develop the Oakley Old Town Specific Plan. • Completed the Oakley Fire Hydrant Upgrade project. • Initiated economic opportunities for Oakley Light Industrial Area, and initiated development of marketing program. • Handled negotiations on matters related to Pleasant Hill BART development proposals. • Completed traffic studies relative to major revisions to the Pleasant Hill BART Specific Plan, and initiated EIR on Pleasant Hill BART Specific Plan amendments. • Continued development of plan of finance for affordable housing in Area 4, Pleasant Hill BART. • Completed review of proposed "Club Hyatt," a hotel/health club project at Pleasant Hill BART. • Assisted BART and its master developer for its joint development site at Pleasant Hill BART in evolving a financially feasible development proposal. • Initiated community design program for Del Hombre respite area at Pleasant Hill BART. Housing • Designed and implemented the County's Affordable Housing Program including the allocation of$2.3 million in FY 1996 HOME funds and $2 million in CDBG funds for programs and projects to: maintain and increase affordable housing opportunities for an estimated 330 low-income households; provide fair housing VA:dq per(m97.rpt(5/27/97) IV-29 counseling and legal services to an estimated 300 households; and rehabilitate an emergency shelter serving over 350 homeless adults annually. • Completed rehabilitation of a 29 unit multifamily rental housing project for low-income households in Walnut Creek/Central County (Sierra Gardens/Affordable Housing Associates). • Completed development of a new emergency and transitional housing shelter for battered women and their families in Central County. Project includes 24 emergency beds and 6 transitional housing units (Battered Women's Alternatives). • Completed construction of two apartment complexes in San Pablo/West County to provide affordable housing to a total of 54 low-income households, including large families (Church Lane/Rubicon Programs and Rumrill Gardens/Oakland Community Housing, Inc. and Lao Family Community Development). • Completed construction of 50 units of multifamily housing for low- income seniors in Oakley/East County (Golden Oak Manor/Ecumenical Association for Housing). • Instrumental in organizing a statewide organization of Mortgage Credit Certificate issuers. Were unsuccessful in attempt to seek legislative relief for continued local MCC programs. • Issued approximately 50 Mortgage Credit Certificates for low and moderate income first time homebuyers. • Completed the administration and implementation for the City of Clayton Redevelopment Agency's Homebuyer Assistance Program. • Prepared the Annual Performance Report for the County's housing programs for review and approval by the U.S. Department of Housing and Urban Development. VA:dg perfm97.rpt (5/27/97) IV-30 • Continued participation on an ad hoc planning committee organized by the Department of Health Services aimed to provide emergency, transitional and permanent affordable housing and appropriate services for the County's homeless populations. • Prepared a successful ESG application permitting the County to receive $104,400 for use in homeless shelter operations, supportive services, and homeless prevention activities. • Completed a Contra Costa County HiV/AIDS Housing Plan in conjunction with City of Oakland and Alameda County. Community Development Block Grant (CDBG) • Further revised CDBG applications to include additional financial data and held technical assistance meetings for housing, economic development, OPEN (public infrastructure improvements) and public service categories of CDBG to assist applicants in applying for CDBG funds. • Conducted a competitive application process for the allocation of an estimated $4.0 million in CDBG funds resulting in the approval of 72 projects, including affordable housing, public service, economic development, and public facility/infrastructure projects. • Applied to and received designation from the Department of Housing and Urban Development for a CDBG Neighborhood Revitalization Strategy for the Community of North Richmond. The approval of the County's strategy will enable the County to avail itself of certain incentives under the CDBG program. Economic Development • Assisted financially and organizationally in the establishment of the Contra Costa Economic Partnership. VA:dg perfmF.rpt (5/27/97) IV-31 • Initiated development of lending policies for an Economic Development Assistance fund. • Initiated acquisition of strategic commercial sites in the Bay Point community. Properties will be future real estate assets of the County's economic development corporation. • Initiated business retention program in unincorporated County. Maintained active presence with Bay Area Economic Forum. • Participated in establishment of East County Economic Forum. • Created the Economic Development Committee (Committee) pursuant to the Board Order of June 27, 1995. The charge of the Committee is to work with the County Community Development Department to develop recommendations regarding the use of Community Development Block Grant (CDBG) funds and to act as a policy advisory body to the Board of Supervisors economic development matters referred to it by the Board. The nine member committee is composed of representatives of education, small business, public utility, labor, banking, training, and non-profit organization. Up until October of 1996, due to limited membership, the Committee has focused on CDBG related matters. With an increase of Committee membership to six and the hiring by the Community Development Department of an Economic Development Program Manager, in October 1996, the Committee began work to develop a Mission Statement and establish goals for the Committee in their capacity as an advisory body to the Board of Supervisors. At the November 18, 1996 Internal Operations Committee, staff was directed to continue to recruit members for the Committee, establish communication between the Committee and other advisory bodies dealing with economic development, and work with VA:dg perfm97.rpt (5/27/97) IV-32 the Committee to finalize the mission statement. Staff was requested to return to the Internal Operations Committee for their review of the Mission statement. The Committee has been very diligent in its efforts to develop its role as an advisory Committee that can effectively assist the unincorporated county in achieving economic development objectives as directed by the Board of Supervisors. The Committee also felt it was necessary to make some distinction between their responsibilities in economic development to the unincorporated county and their role as an advisory body for CDBG and its service to the Urban County5. The charge of the Committee, and the vision and mission statement (attached) were approved and referred to the Internal Operations Committee by the Committee on February 5, 1997. Recommended the adoption of the charge, vision and mission statement as submitted by the Economic Development Committee and directed staff to continue to solicit membership that reflects diversity with respect to ethnicity, gender, and geographic balance. Other Continued to administer the Keller Canyon Assistance Trust Funds. • Continued to administer the County's Park Dedication program. • Provided oversight construction "and related financial disbursements for Pacheco Community Center. 5fhe Urban County is comprised of the unincorporated area of the County and the cities of Brentwood, Clayton,Danville,EI Cerrito, Hercules, Lafayette, Martinez, Moraga, Orinda, Pinole, Pleasant Hill, San Pablo, and San Ramon. VA:dg perfm97.rp1 (5/27/97) IV-33 TRANSPORTATION PLANNING Ongoing Activities 1. In conjunction with GMEDA, implemented the County's requirements for growth management and congestion management to maintain the County's eligibility for Measure C- 1988 and Proposition 111 transportation funds. 2. Provided staff support to the Board's Transportation Committee, the 1-680/24 Task Force, the TRANSPLAN Committee, and the East Contra Costa Regional Fee and Financing Authority. 3. Evaluated development proposals affecting the General Plan's Circulation Element. 4. Coordinated County transportation policies with plans and proposals of other jurisdictions and agencies. 5. Assisted departments in their voluntary efforts to reduce employee commute trips pursuant to the County Employee Trip Reduction Program. Special Projects: 1. Managed the transportation analyses of the Wendt Ranch, Tassajara Meadows, Dougherty Valley and Cowell Ranch general plan amendments. 2. Adopted subregional transportation mitigation programs pursuant to Measure C-1988 in South County (San Ramon, Danville, and unincorporated San Ramon Valley), North Central Contra Costa (Clayton, Concord, Martinez, Pleasant Hill, Walnut Creek and adjacent unincorporated areas). 3. Participated with Caltrans on acceleration of the Carquinez Bridge Regional Measure 1 project. VA:dg per(m97.rpt (5/27/97) IV-34 4. Assisted the CCTA in initiating the federally-mandated Major Investment Study for the State Route 4 East Corridor. 5. Participated in development of the Metropolitan Transportation Commission's Track 2 Investment Strategy for the 9998 Regional Transportation Plan. 6. Assisted the Redevelopment Agency in completing the Rodeo and Oakley Old Town Specific Plans and the Pleasant Hill BART Specific Plan Traffic Report 7. Participated with the CCTA in expanding the use of their Transportation Fund for Clean Air revenues for transportation projects. 8. Assisted in completion of the Interim County Parks, Recreation and Trails Policies. 9. Participated with the Southwest Area Transportation Committee and WCCTAC to initiate a focused Action Plan for San Pablo Dam Road. 10. Participated in regional planning efforts including completion of the 1-80 Corridor Study, the Altamont Pass Interregional Corridor Study, and 80/680/780 Triangle Corridor Study, and the X1996 Regional Transportation Plan. 11. Assisted in formation of the Capitol Corridor Joint Power Board pursuant to state legislation that allows transfer of management of the Capitol Corridor rail service from Caltrans to a new corridor agency 12. Executed a Memorandum of Understanding with Public Works, and Health Services Departments to coordinate efforts to promote bicycle transportation. In conjunction with the Countywide Bicycle Advisory Committee and the City County Engineers Committee, VA:dg perfm97.rpI (5/27/97) IV-35 hired a Countywide Bicycle Facilities Coordinator and initiated implementation of the Contra Costa Bicycle Action Plan. 13. Initiated implementation of the East Contra Costa Intermodal Transit Access Study by executing contracts with BART and Tri Delta to evaluate methods to promote use of the Bay Point/Pittsburg BART station. 14. Sponsored the Contra Costa Centre Association's application for Caltrans 680/24 Construction Mitigation Funds to provide transit subsidies for employees located in the Pleasant Hill BART station area and in Shadelands Business Park. New Activities for 1997: 1. Participate with Public Works in the 1998 Update of the California Transportation Commission's State Transportation Improvement Program. 2. Participate in the CCTA-sponsored updates of the Measure C Strategic Plan, Congestion Management Program, and the Comprehensive Countywide Transportation Plan. 3. Assist the Public Works Department in obtaining environmental clearance for the Evora Road extension project. 4. Assist the Redevelopment Agency in initiating the traffic study for the Pittsburg/Bay Point BART station area. 5. Participate in the CCTA-sponsored 1-680 Corridor Ramp Metering Study. 6. Participate in initiation of the MTC-sponsored 1-80 Corridor Ramp Metering Study. 7. Assist the County Administrator and Sheriffs Office in initiating a master plan for patrol and investigation facilities VA:dg perfm97.rpt(5/27/97) IV-36 8. Amend the County General Plan to include a Bikeway map and revise the transportation policies for the EI Sobrante Valley. WATER AGENCY In addition to full support for the Board's Water Committee, the Board's East Bay Regional Park Liaison Committee, and the Fish and Wildlife Committee, Water Agency staff has primary responsibility for staff liaison to the Delta Protection Commission. Interaction with a great number of other agencies also occurs. Some of the larger projects are as follows: Ship Channel Dredging The County is local sponsor, working with the Army Corps of Engineers on deepening of portions of the Baldwin Ship Channel Marine Pipeline Link between the Richmond area and Avon, in east County. During the fiscal year, several milestones occurred. The most important of which dealt with expanding the project alternatives to include use of a pipeline as an alternative to dredging, in the process of being purchased by Wickland Oil. Also occurring were many other details related to salinity testing, sediment chemical analysis and other logistical issues which needed to be worked out prior to environmental review on this project. In addition to financial issues (oil co payment plans for berth sampling and other scientific studies, as well as regular meetings to determine a method of payment for the local sponsor's share of the project itself, congressional budgetary items), the selection of a consultant for environmental review, and final design components of the project. An Environmental Impact Statement (EIS)/EIR is currently being compiled for this project, a draft of which will be available to the public in mid 1997. The project has gained much momentum as well as recognition from Congress; this project now has a realistic schedule, with construction slated in 1998 and completion by the year 2000. VA:dg perh97.rp((5/27/97) IV-37 Assumption of Local Sponsorship from Port of Stockton for Ship Channel, East County Area At the request of industry located in east County, the County has been working with the Corps of Engineers on revision of the 1982 Project Cooperation Agreement between the Port of Stockton and the Corps, to allow the County to become local sponsor for maintenance of the Suisun Bay Channel and New York Slough areas of east County. Draft contracts have been provided to the Corps, and we are now working with industry on the most appropriate method of obtaining funding from them over time, for any costs associated with maintenance of the channel (comprised primarily of provision of an upland disposal site). Southampton Shoal and Extension Due to safety concerns, as well as industry need, this project proposes to deepen the existing channel from 45 feet to 50 feet. This will significantly reduce in-bay ship-to-ship crude oil transfers, allowing tankers to proceed further up the channel to off-loading facilities. Congress has appropriated funding for a feasibility study. East Bay Municipal Utility District The last fiscal year has been very busy relative to EBMUD activities. First, staff involvement continues with EBMUD on current and future water supply issues and rate discussions. Delta Environmental Science Center The contemplation and preliminary planning on an interpretive science center in east County (Big Break area) has expanded into regular meetings of core agencies, consisting of Ironhouse Sanitary District, the County, East County School Districts, and the EBRPD to name a few. A non-profit Board of Directors has been created to oversee design concepts, funding, and continuing development of the Center. VA:dg pertm97.rpt(5/27/97) IV-38 East County Master Plan Effort County concern relative to the lack of infrastructure in east County as it relates to water supply has culminated in a joint project of 11 agencies located in the east County area. A partnership agreement to be signed by all agencies this spring will enable a third phase study implementation and continued communication dealing with water supply, infrastructure, legal and institutional issues will be addressed. This is truly significant in that this is the first time all agencies have sat at the same table, and now have agreed upon the need for and are moving forward with methods of implementation. The Manager group meets monthly, and various subcommittees meet bi-weekly. Reclaimed Water Staff facilitation to encourage maximized use of reclaimed water by various agencies. Biodiversity A two-county effort to fund a study which encompasses the "ecosystem approach" to species preservation rather than waiting until species become threatened or endangered. Two pilot projects are underway, one in the Caldicolt Corridor area and an East County effort. Both studies are moving forward with an expanded consensus process including all stakeholders and interested parties. A 6 agency group (EBMUD, Contra Costa Water District, Alameda County, the County, Department of Fish and Game, and EBRPD) is proceeding with pilot projects. San Luis Drain Staff interaction with County Counsel relative to legal intervention on,long (extension of drain) issues as well as use of the short (existing) drain and appurtenant agreements requires much staff time. Included is required attendance at a variety of agency meetings dealing with these issues which the County has opposed. VA:dg perfm97.rp1 (5/27/97) IV-39 Preservation (Mitigation Banking, Enhancement Programs) Wetlands Programs are, at this time, on hold, due to lack of funding, and staffing. SPECIAL PROJECTS 1. Demographic Inquires: Demographics, census research, growth projections, LIS Data Management; provided information in response to inquiries for demographic data from the public or other departments and agencies 2. Child-care ordinance management, liaison with cities and adjacent counties re land-use, respond to public re land-use, incorporation. Review child care mitigations which are part of condition of approval for land development projects and work with developers to carry through child care-related mitigations. 3. Land Information System Maintenance - Ongoing effort of staff. PUBLIC WORKS DEPARTMENT AIRPORTS 1. The last of the major contracts for the development of the new Byron Airport were completed in 1995. The only new project initiated and completed was the construction of a 28 bay T-hangar complex which will be owned and operated by the County, rather than leasing the business out as has been done on Buchanan Field. By eliminating the middle man, the Airport Enterprise Fund will realize significantly greater income from the new hangar complex. . 2. At Buchanan Field Airport, layout plans were developed for commercial leasing of three separate areas in preparation to marketing these areas for additional revenue leases. 3. A lot of attention at Buchanan Field Airport was directed towards the community compatibility and community relations programs. Using VA:dg per(m97.rp1 (5/27/97) IV-40 data from the new noise monitoring system, airport staff greatly increased its ability to identify airplanes generating noise complaints in order to work with the pilots in seeking increased cooperation with the noise reduction program. The success of this program, and the use of the noise monitoring system, were reflected in the lowest number of noise complaints in the past eight years. The annual Fathers Day Open House, Aviation Career Day and Santa Claus Skydive benefiting the Contra Costa Food Bank were all once again very well attended and very positive in terms of public relations. COMPUTER SERVICES 1. The recently automated County base map has been maintained current within 30 days of receipt of new Final Maps, while at the same time reducing the cost of maintaining the mapping system. We are continuing to increase our efforts at marketing the data and getting remaining growth cities, like Brentwood, into the cooperative agreement for mapping services. 2. We developed a land development program cost accounting system that facilitates the establishment of actual costs for various development activities which has enabled us to more accurately determine our service costs, and increase revenues for services related to developments that require an extraordinary amount of staff time. 3. We completed the training and purchase of hardware and software for implementation of a Geographical Information System (GIS). We went on to negotiate a contract with an outside consultant for technical assistance in implementation of the GIS. One of the first applications of this system will be computerizing the FEMA data regarding storm water inundation. 4. Automated the file back for our computer system, saving two person hours per day. 5. We completed implementation of department-wide E-mail, as well as access to the County's E-mail system. VA:dg perfmRrpt(5/27/97) IV-41 ENGINEERING SERVICES 1. We hosted a permit processing workshop in December, with the purpose of streamlining the processing of permits. We are scheduled to make a similar presentation before the Board of Supervisors in May. 2. Working with the other GMEDA departments, we concluded an update of all fees related to development, and were successful in getting the new fees adopted by the Board of Supervisors. 3. We developed and implemented, together with the other GMEDA departments, a pre-application review process aimed at both simplifying and reducing the costs of the normal development application process. 4. We worked closely with the Federal Emergency Management Agency (FEMA) regarding certification of our federal flood insurance program, resulting in a new rating for Contra Costa County, which will be the highest of any public agency in California and shared by only two other public agencies in the State. This rating should result in at Least a 15 percent decrease in the premiums which Contra Costa County residents will have to pay for mandated federal flood insurance. 5. We established quarterly meetings with both engineers and developers aimed at providing information about the development process in Contra Costa County, and seeking their feedback on changes which should be considered in order to improve our services. DESIGN AND CONSTRUCTION I am combining these two divisions, since most of their accomplishments are shared by both. 1. The Design Division completed, and the Construction Division oversaw construction of 28 road and flood control related projects VA:dg per(m97.rpt (5/27/97) IV-42 in 1995. These 28 projects represented over 11.2 million dollars in improvements. With emphasis placed on meeting schedules by design managers and the use of computerized scheduling programs, we improved our project delivery over prior years, so that very little construction occurred during the winter. This decreased both contract and administrative costs. 2. In both formal and small, or informal, contracts we met the Board of Supervisors' goals for hiring both minority and women-owned business enterprises for both construction and professional services in almost every category during 1995. 3. The Environmental Section of the Design Division obtained 11 Army Corps of Engineers' permits from the San Francisco branch of the Corps, required for construction projects affecting creeks and other types of wetlands. Long considered to be one of the most difficult agencies to deal with in obtaining permits, this accomplishment is extraordinary. The Environmental Section was also busy securing a Corps permit from the Sacramento branch of the Corps, 14 State Fish and Game permits, 13 Clean Water Agency section 401 waivers, and one BCDC permit. This represents an increase of approximately 30 percent in each category over any previous year. 4. Early in 1995, our Surveying Section obtained equipment for implementing Global Positioning System (GPS) technology. This equipment enables us to locate survey control points, even though great distances apart, in an extremely accurate and cost effective fashion. Typical was a cost savings of approximately 30 percent in the aerial mapping of the proposed State Route 4 bypass in East County. FLOOD CONTROL DIVISION 1. The Flood Control District, in cooperation with the Army Corps of Engineers, completed the final phases of channel improvements on San Pablo and Wildcat Creeks in the North Richmond area. With the completion of these projects, the North Richmond area can now be removed from the 100-year flood plain. VA:dg perfm97.rp1 (5/27/97) IV-43 2. The District and FEMA have completed the flood insurance rate map restudy project for Contra Costa County. The new maps should be available by mid-1996. As previously stated under the Computer section, the District will then pursue computerization of the FEMA data using GTS technology to create a data base by assessor's parcel map. 3. The District worked cooperatively with the East Bay Regional Park District to successfully complete the first phase of the Iron Horse Recreational Trail along the Walnut Creek channel corridor. This trial now extends from the Alameda County line to Monument Boulevard in Concord, and future cooperative projects between the Park District and the Flood Control District will extend the trail northerly from Monument Boulevard to Suisun Bay. 4. The District completed the purchase of two major regional detention basin sites, totaling approximately 56 acres in the Brentwood and Antioch areas along Sand Creek. These basins will provide both 100 year storm protection and valuable open space for the communities. 5. The District successfully administered the collection and distribution of 8.5 million dollars in storm water utility area assessments for 17 cities and the County, in support of the Contra Costa Clean Water Program, at an administrative cost of approximately '/Z percent. 6. The District participated as a member agency in the development of a Bay Area wide guidance manual to be used in planning residential communities, such that pollution from storm water runoff is reduced. 7. The District worked with Contra Costa County cities to develop a model Grading Ordinance to be incorporated into the Ordinance Codes of the County and each city within the County. 8. Through the Clean Water Program, we funded and administered two one-half day teacher training workshops (Kids In Creeks) for elementary school teachers, then worked with the teachers to VA:dg perfm97.rpt (5/27/97) IV-44 facilitate litter pickups and distribution of over 1100 pieces of educational literature to classrooms and surrounding communities. We also coordinated the painting of"No Dumping" messages on sidewalks by school classes and Scout troops. MAINTENANCE DIVISION 1. We did preparatory repair and placed over one-million square yards of asphalt surface seal coats to roads within the unincorporated area of Contra Costa County. 2. Related to the heavy rainstorms and emergency declarations in the first few months of 1995, we worked with the Federal Emergency Management Agency in accomplishing approximately 2 million dollars worth of storm damage repair, and $400,000 worth of cleanup work related to the storms. We also received and responded to approximately 1400 telephone calls from citizens requesting information and assistance as a result of those storms. 3. In spite of the above-mentioned efforts at storm damage repair, the Maintenance Division still completed approximately 90 percent of the work in its program budget. 4. We provided computers to all superintendents and supervisors in road maintenance and provided them with the training to utilize those computers to increase efficiency and reduce the amount of desk time necessary to accomplish their jobs. REAL PROPERTY 1. We worked with the County Redevelopment Agency to acquire approximately 20 parcels for a senior housing project in North Richmond, and relocated the previous residents from these parcels. 2. We acquired, for the Flood Control District, the upper and lower Sand Creek basins, consisting of numerous parcels valued at almost two million dollars. 3. We acquired a parcel of surplus land from Caltrans for Buchanan Field Airport to use for a commercial lease. VA:dg per(m97.rpl (5/27/97) IV-45 4. We provided right of way services to eight local agencies, both within and outside of Contra Costa County, who have no staff or the required level of professional expertise in public agency real property matters. We were able to provide these services at a lower cost than outside, private professional services contractors. TRANSPORTATION ENGINEERING 1. The County Traffic Engineer responded to approximately 2000 requests for information or changes in service related to stop signs, no parking, speed limits, etc. 2. We initiated and have partially completed the computerization of traffic records. 3. We negotiated an agreement with Tosco.Refinery providing for the closure of Solano Way, a County road only lightly used for through traffic, in return for five million dollars in improvements to other roads and trails within the Pacheco/Martinez/North Concord area. 4. We worked closely with the communities of Crockett and Rodeo, as well as Caltrans, in the development of plans for the replacement of the westbound Carquinez Bridge and its ramps. 5. We worked closely with Caltrans and the City of Hercules developing both short-term and long-term plans and funding scenarios for improvements to Highway 4 between Franklin Canyon and Hercules. We were also successful in getting the State to designate this stretch of highway as a safety hazard zone, which automatically doubles the cost of any Highway Patrol citations issued within the zone. 6. We worked with the County's Customer Services Manager to develop a plan and negotiate a contract for marketing use of the Southern Pacific right of way, from the Alameda County line to the Concord area, for installation of fiber optics facilities. VA:dg perfm97.rpt (5/27/97) 1V-46 7. We completed and obtained Board approval of a precise alignment for the State Route 4 bypass of Oakley and Brentwood. Initiated design work for the first phase of this important highway project. GENERAL 1. Late in the year, we initiated a process for the development of a Strategic Plan for the Public Works Department covering the years 1996 through 2000. That process is well under way, and should be completed before mid-year 1996. 2. We planned and opened a child care facility for 10 infants/toddlers and 17 pre-school age children of Public Works and other County employees. The center is near capacity and is running smoothly and within budget. SPECIAL DISTRICTS 1. Developed and implemented a 50 year lease with John Swett Unified School District for use of Lefty Gomez Field complex for community park use. 2. Completed Crockett Park, Oakley: 4.5 acres park on Empire and Truman Lanes. 3. Completed master plan for future renovation of Lefty Gomez Field complex. 4. Completed Phase II of Clyde park, 5. Formed a partnership with San Ramon Valley Unified School District and County Service Area R7A-Alamo for development and renovation if Wilson School ballfield ($450,000) for community joint use. 6. Formed a partnership with West Contra Costa Unified School District for development and installation of playground equipment VA:dg per(m97.rpt (5/27/97) IV-47 at five elementary schools in EI Sobrante with use of park dedication trust funds ($287,300-County share) 50% Contra Costa County and 50% West Contra Costa Unified School District. 7. Established six new landscape districts. 8. Received a grant for $280,000 for creek trail improvements along Rodeo Creek in Rodeo. VA:dg per(m97.rp1 (5/27/97) IV-48 SECTION V CHALLENGES AND NEW DIRECTIONS SECTION VA - CHALLENGES Challenges The Growth Management and Economic Development Agency, like other departments, faces challenges from three sources: O Challenges from the external environment; ® Challenges from the County organization; and Challenges from within the Agency organization. Challenges from the External Environment The complexity of our social system has created a period of interest group formation to press for rights. Both success and frustration have solidified these groups. This can make it difficult to identify and implement decisions on behalf of the broad public interest if some special interest is likely to organize opposition. In addition, individuals can feel so battered by events on global and national scales that they seek consistency on the local level where they have the greatest influence. When the local environment becomes dynamic as a result of external changes such as company shutdowns or new development, community tension escalates and change makers, such as developers and County departments, can be vilified for actions far beyond local events. In this way, public officials take the brunt of the frustration that the public feels. Public service, therefore, provides a target and release for all this tension. While this is not in the job description, it is becoming an increasingly important aspect of public service -- allow the public to rant over the rules, injustices and insensitive decisions. VA:dg per(m9Zrpt (5/27/97) V-1 To succeed in satisfying legal requirements and addressing community concerns, we must clarify what local government will do and will not do; what the relationship will be with the public; and what can be done to provide consistent and thoughtful service. Challenges from the County Organization The County organization is most commonly identified with the Board of Supervisors and the County Administrator, but it includes many other components - unions, legal structure, prior agreements, all departments, all functions, the press. Unlike the past, neither the Board nor the County Administrator nor a department can make systemic change without a significant amount of cooperation and energy. The primary factor of organizational life has been the concern over loss of revenue from the previous year. The second priority is to protect organizational stability which includes satisfying authorities. The third priority is to make beneficial changes to the institution and its functions. The fourth priority is to expand the capacity of staff to perform their operations. New priorities are not likely to replace existing ones without serious reaction. New actions are most successful when they are seen as enhancement of the first form. New priorities must follow existing ones. Challenges from within the Agency Organization Overall, Agency challenges include the steady decline of revenue, growing frustration of the development industry over new regulations and increases in fees (primarily from special districts; County fees have not changed since 1995), and growing demands of anti-development constituencies and special interests. Current established procedures to accommodate constituencies and fulfill our legal responsibilities are inadequate. Simply lengthening the process with additional steps is not a solution that will provide satisfying results. VA:dg perfm97.rp1(5/27/97) V-2 We need to make some changes to the system thatgive the process both sense and efficiency, even if this means upsetting a special interest---comfortable with the way things are. Challenges are interpreted this year as those circumstances that prevent us from performing our tasks. Challenges to Public Works Public Works is an organization designed for output: contracts, specifications, designs, plans, maintenance and repairs I These operations are by nature constrained by cost and time. Public Works either identifies or is given an objective and they attain it as efficiently and effectively as possible. To this purpose, Public Works continues to make changes in its system to enhance flow and expedite output. Contra Costa County Public Works has received continued recognition for its efforts. Over the years, procedures have been added to Public Works to satisfy external interests. These make its primary objective harder to achieve. As procedures are imposed, Public Works is given little opportunity to modify the procedures to maintain integrity of output. In some minds, output is becoming incidental to process. The discouragement of a productive, efficiency-oriented operation offers a major challenge to the Agency. Challenges to Community Development Community Development began its fee based operation with a negative balance from an auditing perspective. It had inherited an explosion of projects that emerged as a result of the economy, Measure C and F battles, and General Plan revision. Initial project fees were paid into the General Fund. The work was to be done in the future. The Department went fee based and inherited the work but not the prior fees. Since then, hundreds of thousands of dollars of unfunded assignments have been given to Community VA:dg perfm97.rp1 (5/27/97) V-3 Development. The result is lots of work and inadequate resources to pay staff. In addition, $120,000 of Community Development revenue based on applications has been transferred to code enforcement to fund that operation. The result is staff has been cut and not replaced and the workload is extreme. The Department expects to be short $100,000 this year and will need $300,000 next year to maintain current operations. Community Development does not believe that the fee-based operation has been a failure rather that they never had a chance to operate in the black, as they would have if the work commitment considered as an account payable had been calculated. The Board will need to designate funds as new assignments are given to the department or make up the deficit at the end of the year. Challenge to Building Inspection Building Inspection must transition into a modern, self-improving organization with the capacity to operate effectively in the 90's. The days of a building inspector who works his/her way to the top based on technical skill, without management training and constructive management experience, have passed. There are too many interests, requirements and demands to focus on a single characteristic for the top job. Ability to lead must be demonstrated by the ability to analyze options, understand staff strengths and weaknesses, and provide necessary training and responsibility to develop staff. Challenge to GMEDA As GMEDA entered the scene, there were three established departments that had established personnel with long associations, histories, and culture. There was no opportunity to hire anyone or fire anyone. The essence of the mission was to respond and resolve immediate problems: Dougherty Valley, Solid VA:dg perfm97.rp1 (5/27/97) V-4 Waste program meltdown, construction at the Buchanan Airport, developer manipulation of the process, interdepartmental rivalry and conflict, oil company needs for fast tract clean fuels projects, resolution of construction problems at Byron Airport, consideration of county school district perspectives over fees, development of a fibre optic cable conduit owned by the County that will return revenue to the County, establishment of the State Route 4 Bypass, protection of County resources and negotiations among interests. While a more thorough list can be supplied, this demonstrates the types of projects that have benefitted from GMEDA intervention. This represents the project side of GMEDA, where high visibility, high money and high impact projects are given special attention, coordination, strategy, and staff work. These projects continue depending on Board and County Administrator priorities as well as identification of opportunities. The other aspect of GMEDA is institution building. All departments have to change with circumstances. New realities must be accepted and reorganizations must occur intelligently. While it may easier for GMEDA to step in and take over important projects, it is more important to teach staff how to do it. As hard as it is, administrative clout must be used to improve the process by taking out glitches, eliminating unnecessary conflict, clarifying objectives, improving focus and most of all, enhancing skills. GMEDA must teach staff to handle problems more thoughtfully, professionally, and creatively rather than simply issuing orders. Throughout the departments, the balance between project control and project skill building is the hardest thing to achieve particularly in the face of criticisms such as: it would easier to just do it yourself. Most staff must make tens if not hundreds of decisions a day---if department heads and administrators do not improve their UA:dg perfm97,rpt (5/27/97) V-5 understanding, what is going to be the basis for those decisions? It should not be a cumbersome, out-moded procedure; fear; path of least political resistance; self-preservation; pecking order; self- interest; or defaults. VA:dg perfm97.rp1(5/27/97) V-6 ° m o c v, m E a H o ° o c v fl o (D0 �° U) Z E ; > E m c Z y aEio .°� cc a r O c E c`v EO N 0 m E om •- E mmC c � ° :° E vi -v H a > �� a c c (Di .a? ,Q c O > rn > CL m U to W O � cvm ? 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E a) co > cu > n-•— O Rf c to ,-• .0 N Q > V O ca .O �0., O C 'd �• C N D .0 C U a) a) > N a) O C Q L � c c cmE voi ce � � z o CL c D o- cn ca o vi ca WW' y � o C° cCo. aoir � N > a) O W.p co'aaCiEa�i � a q o VW cc S2: �•� o .Qo cu 0 2 C a) a 0 CL cn — c cc oCL Off: os E c 'c -a > U) o � > � E `) j a) a c O N 00 Co O N = ,C N o o U o — a� rn.— CDW (D ca � .0 - O �E p) C > N a) cn O .- C N O p c O C V N V > a O r O U � "= .c (L) co W 3 SECTION VB - NEW DIRECTIONS Original Mission of the Agency In creating the Growth Management and Economic Development Agency, the Board of Supervisors wanted Contra Costa on the forefront, with the most aggressive development facilitation in the County. • Contra Costa growth management language was to be taken from Contra Costa County and placed into State proposals for congestion management and growth management. • The County was poised to consider some of the largest development projects in the State. • The County wanted its innovative General Plan to remain innovative. • The County was committed to an aggressive search for transportation dollars and transportation improvements. • The County intended to promote economic development as its top priority. • The County wanted to reduce internal conflicts and operate in an effective, coordinated manner. • The County felt most growth could be accommodated if standards could be met and issues constructively resolved. • The County sought to eliminate all unnecessary, contradictory, cost- increasing regulations. VA:dg perfm97.rpt (5/27/97) V-15 Alteration of County Course The Agency has successfully responded to all of the issues that vexed the Board in 1990. Some issues have received lots of attention but external influences and contradictory County policies have reduced the consistency of this effort. Growth represents change and government controlled change requires its acceptance by existing residents. Historically, people selected their home location, gained assistance such as CC&Rs, and hoped for the best, accepting some change as inevitable. Increasingly, voices are saying there has been enough change, no more accommodation. This conflicts with most economic development. The County is interested in economic development, but qualifications are growing. The same can be said about affordable housing, long-term infrastructure, and permit streamlining. Few issues remain that do not foster conflict among interests in the development field. Efforts to develop more efficient procedures prompt issues from environmentalists or some neighborhood associations. Efforts to pay for code enforcement will prompt reaction from home builders. Staff can and should anticipate many of those conflicts and prepare to resolve them. The problem is time and cost. A simple idea may create hundreds of hours of work. This is not to say it should not be done but that appropriate resources are needed to accomplish the task. Staff cannot work on multiple new ideas at once and still get their priority assignments done satisfactorily. Development Potential The future of development in Contra Costa County will depend on the following factors: 1. Opportunities for the job base within the County and in adjacent counties to expand. VA:dg per(m97.rpt (5/27/97) V,-16 2. The impediments to providing adequate infrastructure to accommodate development. 3. The extent to which fees, exactions, and other developer pass- through costs remain the only viable method of funding infrastructure. 4. The ability of government to provide smooth resolution of controversy among interests and produce cooperative, efficient, and predictable processing and reduce transaction cost. 5. Agreement on what land is available for development. 6. Public protection sufficient to assure residents that their lives will not be disrupted. 7. Understanding of quality-of-life issues, such as schools, culture, and surroundings, and the extent to which the public is willing to contribute to them. 8. The opportunities created by economic globalization as they are seized by the Bay Area and Contra Costa County. 9. Whether the County will benefit from the emergence of new economic sectors and technologies. 10. The ability of the County to resolve internal contradiction. Each factor has its own issues, opportunities and needs. Each can be influenced by County action, though not wholly directed by the County. Community Concerns The public is becoming increasingly concerned over shabby construction, the lack of attention to detail in construction, and constant failures in industrial safety. If cooperative efforts fail, regulatory efforts despite their inefficiencies, must increase. The dichotomies that communities face are as follows: VA:dg perfm97.rpf (5/27/97) V-17 1. Communities want jobs, but they do not want them at the cost of increased health risk, increased sloppiness of operations, or dilapidated appearance of facilities under the excuse of needing to remain competitive. 2. Communities are interested in improvements, but not if it creates problems or costs to existing residents without benefits. 3. Communities are supportive of new construction in the County, but not when cases of poor construction techniques and sloppy work surface with increasing frequency. 4. Communities do not want the proliferation of red tape, but are also not willing to be shut out of the process or accept "trust me" promises. 5. Residents buy homes for the location. When the location is threatened, there is little difference from threatening a room in the resident's house. 6. Communities feel that given enough time, issues can be resolved and problems mitigated, but they are not supportive of the fast shuffle due to rapid schedules which are inadequately justified. 7. Residents do not want surprises from development. Developers are often willing to agree to anything at the time of approval and seek change later. 8. The County system is sympathetic to neighbors and are bound to pressure their rights but it is difficult to maintain sympathy when the following occurs: a. Citizen attack or intimidate staff personally for doing their job. b. Concerned citizens live nowhere near the project and under the guise of concern, demand unrelated concessions. VA:dg per(m97.rpt (5/27/97) V-18 C. Citizens continually oppose projects on an approved site but are not willing to cooperate in developing realistic alternatives or accept existing property rights. d. Citizens feel they have the right to lie. e. Citizens allow personal prejudices such as racism to fuel opposition to a project such as affordable housing. The range of options and level of influence citizens have and the limits placed on citizen actions are undefined. Some citizens may get everything they want while others are ignored. The literature on the subject claims it is directly related to socioeconomic status, but this leaves many questions unanswered, and many situations unexplained. It will benefit Contra Costa County to develop some ideas regarding what would constitute effective, fair citizen participation. 1. Should citizens be accountable in some way for the veracity of the statements they make as testimony? 2. Should citizens be required to substantiate statements to the same degree as other participants? 3. Should citizens explain their interest or standing when they submit testimony? 4. Is paying for citizen participation particularly the responsibility of the developer when'it becomes extremely expensive-intentionally? 5. Should citizens receive training in participation---beyond explanation of the roles of the Board? 6. When someone claims to be a spokesperson for the people in the community, should they be asked to substantiate it particularly when it is knows other positions exist? VA:dg perfm97.rpt (5/27/97) V_19 7. What should the distinction be between public interest, community interest, and neighborhood interest? CEQA Impediments The County has supported legislation to simplify the approval process on the following points: 1. Restrict environmental analysis to environmental issues. Engage in pro-active planning efforts to protect endangered species in a pragmatic way that produces results over paper process. 2. Use CEQA to protect County wetlands, migration corridors, and other high value resources as a higher priority than supporting CEQA attacks on infill and other projects that are not sensitive environmentally but politically contested. 3. Create databases which allow permit streamlining, which could eliminate projects that have no possibility of degrading the environment from certain procedures from full CEQA process vulnerability. 4. Promote use of thresholds and development within specific standards to make more projects ministerial. 5. Provide early critique of project problems. Require changes to make projects more acceptable to the community and support acknowledgment of such changes in the CEQA document. 6. Allow improvements and beneficial modifications in projects in response to hearings without triggering repetition of the CEQA process. 7. Give opponents specific opportunities to comment. Restrict amount of self-protective paper necessary to process an application. VA:dg perfm97.rpf (5/27/97) V-20 8. Work with environmental groups on programs which enhance and protect the environment rather than make growth more expensive and court dependent. a Anticipated Points of Conflict 1. Efforts to expand Vasco Road to four lanes to accommodate East County access to 580. 2. Efforts to make Airports more economically viable. 3. Efforts toward requiring environmental justice analysis prior to industrial expansion in areas where historical industrial/residential mix has promoted blight. 4. Efforts to move industry away from everyone will weaken agricultural zone restrictions. 5. Efforts to hold remainder of Tri-Valley area development to standards and fees imposed on Dougherty Valley. 6. Efforts to work with adjacent jurisdictions on growth management compliance for TVPOA and Cowell projects. 7. Efforts to continue to promote North Richmond as a viable community and resolve the mix of industry and housing separated by razor wire. 8. Efforts to increase ridership-per-vehicle on freeways rather than expanding facilities. 9. Efforts to get people more interested in their communities in a positive, constructive way rather than in a defensive, reactive manner. 10. Efforts to have schools and school resources become community facilities rather than separate jurisdictional enclaves. VA:dg perfm97.rpt(5/27/97) V-21 11. Efforts to break away from current application processing axioms. 12. Efforts to make MMBE and similar interests goal-oriented rather than process-oriented. GMEDA Innovations The major efforts in 1997 will be to: 1. Advance the development of a new computer system that will combine the spatial information found in the GIS, upon which conditions of approval and mitigation measures are based, with the parcel information found in the LIS, which is used to monitor conditions. This will allow us to implement conditions and keep track of property data using the computer. The new system for LIS will no longer require the mainframe and the upgraded system for GIS will make it more flexible. This particular effort requires the cooperation of the three departments since all will have to change business practices to fit the new system. 2. Institute a status report to the Board and community on Permit Streamlining results. 3. Separate code review from development compatibility. Code compliance review is the systematic review of projects based on the zoning ordinances, building codes, and public works ordinances and County policies. Compatibility is the process of gaining input from citizen groups, MACs, Planning Commissions, and the Board of Supervisors on how the project fits into the neighborhood. At this time, the two procedures are intertwined and it is too difficult to tell when something is a requirement or a good idea proposed by some neighbor or group. This makes implementation and enforcement inconsistent, and allows issues to fall between the cracks. Our efforts will be to make the compliance aspects as short and clear as possible, and then leave whatever time is desired by the Board for compatibility issues. This will allow us to maintain a better VA:dg perfm97.rpt (5/27/97) V-22 level of accountability for staff by not making them responsible for delays requested by other interests. Hopefully, this will also take staff out of the politics and place accountability for delay into the realm of participation. This clarity may also prompt further beneficial changes to our process. As proposed, an applicant would come to the permit counter and would receive a preliminary staff report, complete with conditions, at that time. This preliminary staff report would then be circulated to appropriate governmental bodies for clarification and response. Upon receipt of information, a draft report will be prepared, within a specified period of time, to be circulated to all special interest and community groups. The staff report of the Planning Commission would be comprised of staffs next review and comments followed by the response of the special interest and community groups. The matter would then go to the Planning Commission and actions could be taken from that point on. This will allow cost to be distinguished between staff work related to procedures and related to community response. The impediment to this process is the sheer lack of staff time to implement as quickly as the Agency would like. We will need to move this process up in priority. Planned Organization Change 1. Building Inspection Department will be guided through a shift from a mechanical management style to a collaborative style. The director will still be in charge and ultimately responsible but the program manager level will have primary impact and seek to resolve the problems through rules, procedures, and collaboration. 2. Community Development Department will conduct a self-evaluation on workload distribution, priorities, backlog, skills and operation procedures. Subsequently, a workplan will be developed for implementation or recommendations. VA:dg per(m97.rpi (5/27/97)' V-23 3. Public Works will plan to make changes in response to the retirement of Milt Kubicek and the departure of senior staff due to enhanced opportunities elsewhere. VA:dg per(m97.rpt (5/27/97) V-24 APPENDIX A PUBLIC WORKS EFFORTS To evaluate Mission, Operating Principles, and Strategic Goals to be used to redesign the organization. VA:dg perfm97.rpt (5/27/97) Appendix — 1 . . . . . . . . . . . . . . CONTRA COSTA COUNTY PUBLIC WORKS DEPARTMENT STRATEGIC PLAN 1996 TO 2001 July 1996 J. Michael Watford Director EXECUTIVE SUMMARY All functions of government are caught up in change. Like the private business world, revenues are down and the costs of doing business continue to increase, forcing us to look seriously at what we do, how we do it, and how we can streamline and improve our processes. At the same time, we must become more responsive and improve our image and relationship with our"customers"; all the people from elected officials to co-workers and citizens, that we interact with on a daily basis. This Strategic Plan was developed by the Division Heads, Deputies and myself. It consists of a three part foundation and a list of strategic-goals with objectives for their accomplishment. The first part of the foundation is a Mission/Vision Statement that defines the functions of the Department, who our customers are, and how we accomplish these functions. Since we are planning into the future, our mission statement has a vision element, defining not only the current mission but where we see our mission in five years. The second part of the foundation is the Driving Forces, which act on the Department and its employees, thereby having great influence on our future, the things we'd like to accomplish and our ability to do so. The final, and perhaps most important part of the foundation, is our Operating Principles, sometimes referred to as Values. These principles define what is important to us, how we like to think of ourselves, and how we would like others to see us. The goals, objectives and all actions to implement this Strategic Plan must be measured against these foundation elements to insure constancy of purpose and conformance with the overall plan for where we believe the Department should be in five years. The employees of the Department are an integral part of this plan. Many of the goals involve concerns expressed by employees, and I expect the accomplishment of the goals will only be effective with the input and support of the employees. The plan provides the employees with increased opportunities for personal and professional development, increased involvement in decision making, and higher levels of responsibility. I invite all Public Works employees to become involved in the implementation of this plan, both by helping us live up to our Operating Principles and by personally working on implementing the plan Goals and Objectives. Talk to your Division Head about your interests, your ideas, and how you can help shape the future of our Department. J. Michael W ord, Public Works Director glad \%vmkl p-e=itnwpd 7146 (stmtegic plan) MISSION /VISION The Public Works Department enhances quality of life and economic health of the community by providing and maintaining safe, effcient, state-of- the-art transportation and drainage systems, and recreational opportunities. We envision ourselves as leaders in providing innovative Public Works services through a highly skilled, creative and inspired workforce. DRIVING FORCES The Public Works Department is strongly influenced by Federal, State, and local social, economic, and political forces. The Department believes that its viability is influenced directly by the following forces in its environment. PUBLIC IMAGE 1. The public views government as inefficient and out of touch with the community, although specific activities may be supported and valued. INSTITUTIONAL 2. Incorporations and annexations cause the Department to adjust its delivery of services, its responsibilities and its expenditures. 3. Greater participation of local community groups in decision making may create conflict with regional goals and perspective, when the definition of public interest becomes debated. Solutions to regional problems will need to address local concerns. 4. Increasing government regulations and an aging population require the Department to rethink how transportation and flood control services are provided and systems are maintained and operated. 5. The trend toward term limitations for elected government officials may require a shorter planning horizon and periodic updating of longer range plans. 6. Increasing regulatory controls restrict options, affect priorities and timing, and will require more creative solutions to problems. FISCAL 7. Changes in economic conditions, categorical funding, development activity and leveling of revenues cause fluctuations in demand for service and difficulty in project implementation and staffing. 8. Natural disasters create unpredictable demands on resources and affect priorities. HUMAN RESOURCES 9. Changes in management personnel and employee expectations cause the Department to rethink its organization and management style. 10. Meeting the broad based needs of the Public Works Department and rapid technological changes in Public Works related fields require staff development through continuing education. DEVELOPMENT ACTIVITIES 11. Pressures from special interests impact the Department's ability to address long term infrastructure needs. QUALITY 12. Increasing customer demands for quality service, and lack of adequate funding for all needs, creates competition and conflict over resource allocation. JMW:djh:drg g:\admin\work\sp-drvfc.wpd 7/96 (strategic plan) 1/30/97(Rev.) OPERATING PRINCIPLES The Public Works Department operates with a set of principles that guides our actions with customers,stakeholders,suppliers, regulatory agencies,and Department staff. The Principles also give the Department a reference point with which to measure successes. 1. Quality Service We provide services and products that meet or exceed customers , stakeholders', regulators' and suppliers' needs and expectations. 2. Integrity We earn the respect and admiration of peers and co-workers by being dependable, accountable and honest. 3. Innovation We exhibit insight into issues and implement creative and unique solutions. 4. Efficiency We provide timely, practical, affordable, cost effective planning, design, construction, maintenance and management processes. 5. Professional Development and Individual Worth Each employee is an important and contributing member of a team committed to being the best. As our most important resource, employees are recognized for both their current contributions as well as their potential to increase their contributions to the Public Works Department. 6. Workforce Diversity We value workforce diversity and recognize that differences in background, experience, culture, skill and strength increase the variety of solutions to problems and create a workforce whose whole is greater than the sum of its parts. 7. Technical Competence .Our success depends on employees having technical competence, gained through formal education, training, and experience to effectively fulfill their duties and responsibilities. 8. Nurturing We provide a workplace that encourages employees to discover, learn and change in order to reach their full potential. 9. Complete and Open Communicaflon We promote a two-way sharing of ideas and information that is performed in an honest, complete,open-minded,understandable and respectful manner and emphasizes listening by all participants. 10. Resolving Conflicts We promote timely conflict resolution at the lowest level in a collaborative manner that considers the issues, facts, and the dignity of people involved. 11. Equity in Personnel Decisions and Practices Management practices and decisions will be consistent with the our Operating Principles and will consider the impact on employees. STRATEGIC GOALS Strategic goals define the Public Works.Department's direction for the next five years. Each goal includes action items. GOAL 1: QUALITY AND CUSTOMER SERVICE Enhance the Department's ability to provide services and products that meet or exceed customer expectations. DISCUSSION: Meeting or exceeding customer expectations is the goal of a successful private business. As a public agency, this Department cannot be run exactly like a successful private business, because our motives and customer relationships are quite different; however, many of the private sector's modern principles are applicable. The public expects us to provide the types and quality of services that they desire in an efficient manner. Efficiencies will allow us to provide new and enhanced services that our customers want with our present resources. OBJECTIVES: 1A Identify customer needs, critically assess our work processes and re-engineer or improve those work processes to satisfy customer needs. Action Items: • Determine what our customers want/need. • Streamline current work processes 1B Establish productivity goals and convenient tools for monitoring progress (cost/schedule) for most of our Department's work processes and services. Action Items: • Monitor work processes for consistency with the Program and Project budgets. • Identify processes in private industry that can be used for bench marking. • Establish criteria for considering privatization of our work processes. 1C Implement our operating philosophy (culture), policies and procedures, and move towards a customer-oriented approach through a variety of programs. Action Items: • Facilitate changing our Organization's Culture by developing a curriculum and presentation schedule for seminars on customer satisfaction, budgeting, scheduling, teamwork and efficiency. pg. I GOAL 2: HUMAN RESOURCES - EMPLOYEE DEVELOPMENT Develop employees' communication, interpersonal, managerial, public relations, team and technical skills to meet the goals of the Department and the challenges of the future. DISCUSSION: This employee development goal is aimed at both management and non- management, to address Department training needs and develop the skills of our employees so they are knowledgeable, responsive and respectful in dealing with the public and prepared for challenges and opportunities in the future. OBJECTIVES: 2A Review and modify current training policy to develop a cost effective and financially responsible comprehensive training plan based on employee and Department needs to implement the strategic plan. Action Items: • Work with employees to determine their training needs in the areas of interpersonal relations, team concepts, technical development, customer service and public communication, risk taking, decision making, critical thinking, problem solving, managerial and coaching skills. • Review work product and other expectations vs our ability to perform and weaknesses. Identify where problems occur repeatedly. • Identify appropriate training resources, i.e., college courses, seminars, conferences, Training Institute, Information Technology Department classes, in- house. • Establish a training budget and set priorities. • Develop a feedback system to determine if training was worthwhile and cost effective. • Develop a technical training series to be given by each division. 2B Establish criteria for employee rotations to meet the needs of the employees and the Department. Action Items: • Review current policies for rotating employees and evaluate long term benefits of a rotation program such as career development for employees and better trained, more knowledgeable staff, versus the short term disadvantages. • Establish criteria for a rotation system that matches employees' skills, abilities and career goals with the needs of the Department. P9.2 GOAL 3: HUMAN RESOURCES--MANAGEMENT PRACTICES Improve employee effectiveness by adopting management practices that will improve communications, implement fair standards, policies and procedures, and enhance individual self worth. DISCUSSION: The key phrase in this goal is "improve employee effectiveness". This means we will seek to develop and implement policies and practices that allow employees to feel that the Department is fair and consistent and provides exceptional opportunities for personal growth and career enhancement. OBJECTIVES: 3A Encourage staff to accept responsibility for their actions and to take reasonable risk. Action Items: • Identify Department processes and behaviors that discourage risk taking. • Develop an action plan to remove those barriers. • Train supervisors on how to coach employees. Train employees on how to assess consequences of different courses of action using the operating principles as guidelines. • Recognize employees' good faith efforts to improve service through risk taking. • Train employees on how to deal with unsuccessful risk taking and how to minimize potential damage. 3B. Delegate authority consistent with employees' skills and abilities within their classifications. Action Items: • Identify Department processes and behaviors that discourage delegation of authority. • Develop an action plan to remove those barriers. • Train supervisors on how to delegate, to develop self monitoring and feedback mechanisms and to coach employees to accept the authority. • Review classification specifications to make sure they are consistent with the current work assignments, the new tools available to the employees and the responsibility of independent decision making and actions. Meet and confer with employee associations to revise classification specifications as necessary. • Recognize supervisors and employees who are exceptional in delegating and accepting authority. 3C Encourage staffs creativity and initiative. Action Items: • Identify processes and behaviors that discourage creativity and initiative. • Develop an action plan to remove those barriers. • Train supervisors to allow employees the flexibility to exercise their initiative and be creative and innovative. P9.3 31) Ensure fair and consistent application of policies, standards, and procedures for hiring, promoting, evaluating performance and procuring service contracts. Action Items: • Review and revise all Department policies, standards and procedures for hiring, promoting, evaluating performance and procuring services to make sure they're consistent with the operating principles of the Department and the County. • Conduct periodic management audits to ensure the policies are consistently applied. 3E Encourage all employees to practice open and complete communication. Action Items: • Identify processes and behaviors that discourage open communication. • Develop an action plan to remove those barriers. • Provide all employees training in listening skills and train management on how to create an non-intimidating environment. 3F Facilitate resolution of conflict at the lowest responsible level. Action Items: • Train all employees on how to 1) deal with conflicts rather than hiding the conflicts, and 2) resolve conflicts. • Study the need to have an in-house facilitator for conflict resolution and for conducting public meetings. 3G Revise all employee evaluation forms to reflect the goals of the Strategic Plan and quality management practices. Action Items: • Review all evaluation processes currently used by the Department and identify what changes need to be made to reflect the goals of the Strategic Plan. • Revise employee evaluation forms and processes as necessary to emphasize communication, initiative, creativity, efficiency, team work, quality and customer service. • Revise upward evaluation forms for management to include review and comments on leadership, encouragement of creativity, initiative, delegation and coaching. • Ensure evaluation forms address affirmative action. • Incorporate in the evaluation form a place for the supervisors and the employees to discuss the level of responsibility the employee is capable to undertake and the next attainable level that the employee could attain. What the employee should do to attain the next level of responsibility could become the self improvement goal of the employee. Provide training to evaluators on the revisions pg.4 3H Review and revise the employee recognition program to reflect the goals of the Strategic Plan. Action Items: • Review our current employee recognition program and identify what changes need to be made to reflect the goals of the Strategic Plan including initiative, creativity, efficiency, team work, quality and customer service. • Look at recognition programs of other agencies and private sector companies for ideas to incorporate in our program. • Include employee recognition in the training program for managers, including the importance of continual feedback and recognition for good work. pg.5 GOAL 4 - ORGANIZATIONAL PLAN Implement a long range Department organizational plan which responds to foreseeable changes in economic, political, regulatory and management conditions. DISCUSSION: The intent of organizational planning is to optimize the administrative and functional structure of the Department to provide services most effectively. An assessment will be made of the present and future environment in which the Department operates - including the identification of needed and wanted services, an estimate of available resources and a determination of constraints on our actions. A business plan will be established consisting of defined services and operational processes which respond to the environment. An organizational structure will be developed to most effectively implement the business plan. Necessary organizational changes will be made in an incremental manner to achieve a smooth transition. OBJECTIVES: 4A Review and Revise Organizational Structure Action Items: • Create a Departmental business plan. • Identify the organizational structure that best suits the economic and regulatory environment, the business plan and the Department's mission, operating principals and strategic goals. • Plan transition from current organizational structure to selected structure. pg.6 GOAL 5: FINANCIAL MANAGEMENT Operate the Department like a modem successful business through sound financial management practices. DISCUSSION: The intent of this goal is to (1) produce a framework for identifying current costs and optimum costs and (2) analyze all related factors, such as economies of scale, etc., all of which affect the financial efficiency of the Department. This may include a critical evaluation of all services to eliminate, streamline, contract out or add services within a sound budget framework and by increasing availability of adequate funds for all proposed expenditures through development of a Revenue Plan as a basis for an Expenditure Plan. OBJECTIVES: 5A Streamline financial management work processes. Action Items: • Determine what type of financial reports and systems are needed for program and function managers to adequately do their jobs. • Develop a time table to implement new reports/systems. • Discontinue reports/systems that are of little use to the managers. 5B Establish cost monitoring systems by division/work process/program. Action Items: • Determine who should be responsible for which program/work process/division. • Determine the level of monitoring that will be required. From this understanding, determine the type of cost accounting that will be required to adequately monitor expenditures. • Create monthly expenditure reports to show direct labor and overhead costs using data from the program budget reports. 5C Identify program process needed to implement our"Business Plan." Action Items: • Determine the necessary changes in our financial reporting that will be needed to implement our "Business Plan". • Determine the priority for modifications. • Make modifications to our financial reporting systems. 5D Identify Public Works overhead charges, monitoring procedures and person(s) responsible for oversight. Action Items: • Identify overhead activities and determine whether the expenditure level is appropriate for each activity. • Establish the person that will be responsible to monitor and control the expenditure for each activity. P9.7 5E Establish Department and division overhead rates and establish goals and a timetable for reducing the rates. Action Items: • Identify, among the overhead activities, items that should be controlled by the division managers. • Determine the appropriate Department overhead rate. • Determine the individual division overhead rates. • Identify overhead activities that are good candidates for process improvement. • Develop program and timetable for implementing a reduction in overhead rates. P9.8 GOAL 6: TECHNOLOGY Provide quality public works services through new uses of technology. DISCUSSION: We have already begun to tap computer resources to improve the quality of our services. We must continue to enhance these resources and explore new ways of using this technology, especially in the area of the Internet, which can be used to retrieve information from other agencies and communicate with our customers. OBJECTIVES: 6A Provide training that emphasizes uses of technology. Action Item: • Increase exposure to new technology and ideas through training. 6B Through the use of computers, enhance communication and exchange of information between other County Departments, other agencies, the public, and within the Department. Action Items: • Tie the GMEDA Departments' computers into one system. • Develop a centralized Records system with an automated retrieval process. • Utilize the Internet to retrieve information from Caltrans and other outside agencies. • Utilize the Public Works' network to distribute information within the Department. 6C Establish a three year plan for the Public Works Department computer system. Action Items: • Determine where we want the Department's computer system to be in three years. • List the steps that must be taken to reach our goal. • Prioritize the steps. 6D Provide access to and utilization of GIS data and automated access to Public Works information. Action Items: • Determine what Department information is available and appropriate for dissemination. • Place that data in an understandable logical format that is easily accessible by computer. • Publicize the availability of the information. 6E Identify emerging technologies that can be used to improve Department services or work processes. Action Items: • Become aware of new technologies by attending seminars and subscribing to professional journals. • Ascertain if emerging technologies will work for and benefit the Department. Pg.9 GOAL 7: COMMUNITY OUTREACH Increase public trust that the Department's decisions are credible and cost effective, and consider community priorities by establishing a working relationship with the community and decision makers. DISCUSSION: We need to become better at addressing and being sensitive to the needs of the local citizens as well as addressing the need for improvements for the benefit of the whole community. We also need to improve how we provide information to the press and individual citizens in order to increase public trust. OBJECTIVES: 7A Develop a Community Outreach Plan Action Items: • Conduct town meetings with a cross section of the Department to explain what we do and solicit input for the coming year. • Schedule upper management meetings with individual members of the Board of Supervisors on a regular basis to discuss issues and identify priorities. • Improve relations with MAC's, TAC's, and community advisory committees and publish a list of all MAC, TAC, and advisory committees' schedules and membership. • Develop WEB page to provide information on public works projects. • Set up workshops with communities and elected officials as needed for projects. • Develop a Department process to insure prompt actions on community requests. 7B Develop a proactive press program Action Items: • Review and revise press release policy. • Designate and actively use a public relations person. • Develop positive relationships with reporters. • Review public relations programs at other agencies. • Develop programs for CCTV. • Set up programs for Infonet. 7C Provide consistent response to public on issues Action Items: • Provide training for employees on how to respond to the public in the field, at the front counter and at meetings. • Information exchange at deputy/division head meetings on current issues. • Review and update answer book and distribute Department-wide, to supervisors' offices and put it on the WEB page. pg.10 i GOAL 8 : REGIONAL LEADERSHIP Promote the Department as a regional leader and resource for public works services through improved relations with utility companies, outside agencies, cities, schools, community groups and legislators. DISCUSSION: The intent of this goal is for the Department to be more proactive with the cities, utility companies and other public agencies. This includes the director, deputies and division heads developing good working relationships with their counterparts at the other agencies on an ongoing basis, so that problems can be resolved quickly at the appropriate level. OBJECTIVES: 8A Analyze the Department's current relationship with professional organizations and determine ways to increase our efficiency and maximize benefit to the Department, and its employees. Action Items: • Evaluate the Department's current relationship with all outside organizations and identify areas where involvement should be increased/decreased. • Assign staff to represent the Department in key organizations. • Require everyone who attends a conference or seminar to prepare a report and make the report available to all interested employees or present it at the director/deputy/division head meeting. 8B Improve the Department's coordination with local utility companies. Action Items: • Continue to build upon the relationships of the Utility Committee that was started as a subgroup of the City/County Engineering Advisory Committee. • Determine the Department's best approach to improve our relationship with the utilities, i.e., designated liaison or re-establish coordinating committees. 8C Expand the Department's emergency planning efforts to include coordination with the cities. Action Items: • Identify "emergency planning" as an issue to be addressed by the City/County Engineering Advisory Committee. • Develop"mutual aid" agreement with cities for public works emergency services. 813 Increase efforts to market Public Works' career opportunities through an aggressive outreach partnership with the education community. Action Items: • Develop new and creative interactive events with the education community. • Resume the Public Works Department's Open House event. • Reactivate the Department's Speaker Program. P9.11 i GOAL 9 - MARKETING PLAN Market Department services and establish partnerships with the community and other agencies to provide a benefit to the public and to the Department. DISCUSSION: The purpose of the marketing plan is to increase the number of citizens receiving services from the Department. Plan development will include an assessment of citizen satisfaction with currently available services and desire for additional services. Plan implementation will consist of encouraging the use of our services by promoting the capabilities of the Department to citizen groups and other public agencies and by offering convenient and timely services at competitive rates. Periodic reassessment of the market plan will be made to respond to changes in customer interests. OBJECTIVES: 9A Identify the products/services to be offered Action Items: • Determine what our customers want and do not want/need. • Inventory the products/services we currently furnish. • Assess products/services provided by industry related to customers' wants/needs. • Identify additional services that we can cost efficiently provide that will benefit the public, the Department, and other agencies. • Establish tolerable risk level . 9B Develop a Marketing Plan Action Items: • Determine criteria for prioritizing our workload and customer needs. • Create Marketing Plan. • Produce a standard "Agreement for Services" format. • Analyze cost effectiveness of, and customer satisfaction with, product/service provided. • Implement changes to product, service, service delivery or cost to better reflect customer needs/wants. :djh:drg pAstr-pin\goals-vrpd 7/96 1/30/97(Rev.) pg.12 OUR OPERATING PRINCIPLES ► QUALITY SERVICE-We provide services and products that meet or exceed customers', stake holders',regulators', and suppliers' needs and expectations. What is Quality Service? In a nut shell, Quality Service is focusing on the customer. It means finding out the needs of your customers and finding out ways to satisfy those needs within the context of the department mission. It means being sensitive to the perspective of the customer and creating an environment that fosters customer service. It means monitoring customer satisfaction through conversations, surveys, complaints, etc., and using this feedback to constantly change and improve service delivery. Quality Service is focusing our awareness on the customer,understanding the customers needs, and changing our delivery system through process improvements, if necessary,to meet those needs. Why is it important? Quality Service is necessary to become competitive and to stay in business, and to provide and maintain jobs. Now you may say to yourself, why are we concerned with competitiveness and staying in business, we are the government. These past several years have shown, however, that down sizing occurs not only in private industry,but also in the public sector. Our department has been fortunate in that we did not have to lay off any employees. On the other hand, we were not able to hire replacement personnel for all of those that have retired during the past several years. Several cities have had to lay people off, or their employees have been forced to take a pay cut or forced furlough to make up for budget shortfalls. All it takes is the stroke of a legislative pen and a portion of our funding source can be eliminated. One of the goals of our strategic plan is to seek ways to be more efficient and productive including the expansion of our services. We must remain competitive in order to achieve that goal. One recent example of our potential is our management of the design of a portion of the State Route 4 Bypass, a project that will keep several of us busy for two years and is worth about a million and a half dollars in revenue to the department. What does it mean to me? Quality Service means taking the time to truly understand what your customers want. Put yourself in the customers' shoes and get to know them so you can provide the best customer service possible. Good customer service means we have to be flexible and willing to change in order to meet the customers' needs and expectations within the framework of our ordinance code: You may say to yourself, I don't deal with customers,the only customers we have are at the front counter. The public customers at the front counter, although the most easily recognized customer in the traditional sense, represent only a small segment of our customer base. Any time you ask someone for work or service, or receive a request for work or service,you are working with a customer or you are a customer yourself. When Flood Control requests Maintenance to clear a creek,Flood Control becomes a customer. When Maintenance calls the quarry for base rock,Maintenance is the customer. When a developer requests Engineering Services to review a plan, the developer becomes the customer. When Engineering Services requests Traffic to review the plan, Engineering Services becomes the customer. When Traffic calls Caltrans to request information at an intersection on the plan, Trak becomes the customer. Customers are both internal and external to the department. It could be anyone within the department that we do business with or staff in another department that we work with, as well as the public and other agencies, contractors, and suppliers. What are the department's expectations? Our objective is to remain competitive and to produce the given work or service requested as efficiently as possible. In achieving this we will be able to maintain our work force and ensure that employees have interesting and varied work in a stimulating environment. We expect all employees to focus on their customers and understand their needs. Management must provide the environment necessary to achieve Quality Service. This environment rewards employees who suggest changes for improvements to customer service and take the initiative to make those changes. Management should provide the leadership, coaching, environment, and tools necessary for the employees to realize the proposed changes. The end result will be an environment that fosters Quality Service. RMA:mw gAetVvc\mitch\news-Itr.tqm Our Operating Principles By Paul Gavey This is the second in a series of articles that are discussing the department's operating principles in depth. The Public Works Department operates with a set of principles that guide our actions with our customers, stake holders, suppliers, regulatory agencies and department staff. These principles also give the department a reference point with which to measure our successes. Last month's article was on"Quality Service." This month's article will address the second operating principle which is "Integrity"and reads as follows: ♦ INTEGRITY - We earn the respect and admiration of peers and co-workers by being dependable, accountable and honest. What is Integrity? The dictionary definition according to Webster's II is: 1. Firm adherence to a code or standard of values: PROBITY. 2. The state of being unimpaired: SOUNDNESS. 3. The quality or condition of being undivided: COMPLETENESS. And in case the word"probity"isn't in your everyday vocabulary, Webster's II defines that word as: Complete integrity: UPRIGHTNESS. The WordPerfect 6.1 Thesaurus lists character, decency, honesty,honor and principle as synonyms for"integrity"and also lists the same words plus the word integrity as synonyms for the word "probity." As synonyms for the word "uprightness"the Thesaurus lists ethical, honest, honorable, moral and trustworthy. Our intention is not to redefine integrity but to emphasize applying it in the workplace. When we apply integrity in our everyday actions we earn the respect and admiration of peers and co-workers. Why is it important? Even though the media polls during the last election said the American people don't care about the integrity of a candidate when voting for the President of the United States, you can bet they Eo care about the integrity of the person they come face to face with when applying for a permit, obtaining information for their land development or being told their property is needed for a public works project. In all of these situations effective communication is essential and it hinges on trust and trust hinges on the integrity of the communicants. In dealing with each other,within the department,we rely on each other's integrity to make important decisions. Lack of integrity can effect the decisions of others and lead to distrust and breakdown of morale. What does it mean to me? In all of our interrelationships both within the department and with people outside of the department we are affected by the integrity of others and we affect others by our integrity. Doing what we say we will do,when we say we will do it and accepting responsibility for our mistakes causes us to grow professionally and establishes our credibility among those with whom we deal. Being able to depend on our co-workers and giving our co-workers confidence that they can depend on us makes our department a better place to work. What are the department's expectations? The department's objective is to.be an organization where"integrity"would be one of the first words mentioned by any employee when asked what we value in this organization. If this happens even people outside of the department will see it in the way we operate. Everything we do is affected by our integrity. All of the goals in our department's new Strategic Plan are affected directly or indirectly by our integrity. To be successful we must have integrity at all levels, from the Director down to the new hire. Integrity is catching, so we need to "spread" it around to every member of the department. It needs to start with management setting the example and all employees following the example. OPERATING PRINCIPLE #3: INNOVATION By Julie Bueren This is the third in a series of articles discussing the Public Works Department's Operating Principles. The first article was on Quality Service and last month we read about Integrity. This month will address our third Operating Principle which is Innovation. Innovation: We exhibit insight into issues and implement creative and unique solutions. According to Webster's, innovation is "the introduction of something new; a new idea, method, or device." Some synonyms are creative, imaginative, ingenious, inventive, original and resourceful. To innovate is to make changes, to do something in a new way, to be creative. It is keeping an open ear and open mind to new ideas and suggestions and looking for a better way. It is "thinking outside the box." Why Is it important? Innovation, creativity, or whichever synonym you choose, is important because the alternative is to stagnate or become complacent. It is necessary to continually look at ways to improve so that we can be more efficient and cost effective and provide our customers Quality Service (Operating Principle#1). It is easy to do things the same old way. It is a challenge to be creative, but it makes work and life more interesting. What does it mean to me? Innovation does not necessarily mean big changes in leaps and bounds. It can be small changes in a process that saves time and money. It can be a creative solution to an unusual problem. It can be looking at something you have been doing the same way for years and asking why. There are several examples in the Department of innovative employees taking initiative. John Ford and the Crew of Gang 91 developed a cantilever boom for spraying weed control chemicals in channels. This is an entirely new piece of equipment not otherwise available. John Daniel developed a mirror on a telescoping pole for inspecting culverts up and downstream of manholes. Denis Regan developed a budget tracking system that is linked to time sheets for projects in the Design Division. Lorraine Cordova developed an indexing system for signs on the crew truck for Gang 81. This has simplified the placing of traffic control signs. Engineering Services was having difficulty with files getting stuck in the gap in the ends of the vertical file cabinets. Joseph DiMaggio came up with the idea of filling the gap with fibreboard. Mitch Avalon made the fillers and Billie Lively installed them. This team effort has made files easier to access and increased file capacity. Rob Tavenier and Lowell Tunison participated with Caltrans on the State Route 4 Bypass Interchange Value Engineering Study. The team found ways to improve the project and save money. Their effort was recognized with the "Most Outstanding Value Engineering Study Award" because of creativity in problem solving, cost savings and improvements to project quality, delivery and safety. These are the types of innovations that make a difference in the quality of our service. What are the Department's expectations? The Department has a Strategic Plan with stated objectives to guide us over the next five years. Meeting those objectives will require an innovative and creative work force. We need to be able to change. Public Worms is a broad mix of people with different educational backgrounds and experiences. We are a terrific resource. We need to tap this resource by developing an environment where all are encouraged to think "outside the box". Managers need to listen to suggestions and ideas with an open mind. We need to be able to evaluate the risk of trying something new. What are the potential gains and what are the possible negatives of trying a new idea? If we try something and it does not turn out as hoped, it is not failure. It is an opportunity to learn. OPERATING PRINCIPAL #4 "EFFICIENCY" This is the fourth in a series of articles discussing the Public Works Department's j. Operating Principles. The fourth operating principle states: "Efficiency: We are timely, practical, and cost effective in our planning, design, construction, maintenance and management processes." According to Webster's dictionary efficiency is "1. The quality or degree of being efficient; 2.a: efficient operation, b (1): effective operation as measured by a comparison of production with cost (as in energy, time, and money) (2): the ratio of the useful energy delivered by a dynamic system to the energy supplied to it." In summary, efficiency is performing an assignment or service in a timely, practical and cost- effective manner. Why is it important? . Efficiency is vital to the survival of any organization. Inefficient organizations produce at a rate that is unacceptable for the amount of resources and time committed to the endeavor. It does not take long for this state of existence to become Noticed by outside influences. These outside influences will then dictate corrective actions which could include organizational and personnel changes. To enable us to determine our own destiny, we must prove to our customers that we are providing service to them in an effective and efficient manner. Performing efficiently enables us to give excellent value for each dollar spent. What does it mean to me? One of our responsibilities to our customers (citizens of the County) is to efficiently provide services to plan, design, construct and maintain the infrastructure. In one way or another, we all pledged to do this when we accepted employment with the County. To feel positive about our work, each of us must derive pride and satisfaction from a job well done. This requires that we efficiently perform our duties. We owe it to each other, and ourselves, to ensure that this happens. What are the Department's expectations? The Department continuously strives for greater efficiency. We are open to new ideas and techniques. To improve our individual efficiency, we must understand the assignment, plan the work steps, execute the tasks, evaluate the end result and make adjustments as quickly as necessary. Quickly producing a poor, incorrect work product is not efficient. Failing to correct something that is wrong, because it will take too much time, is not efficient. Quality work must not be sacrificed for timeliness; and timeliness should not be mistaken for efficiency. Poor quality work results in inefficiency, because additional time and effort must be expended before it is finalized. Worse yet, would be having to correct the product after it has been presented to the customer. Efficiency results in a sound and timely product of which we can all be proud. We must all be part of the effort to continue to improve departmental efficiency. One of the goals of our Strategic Plan is to increase the work we do for outside agencies and jurisdictions. This will provide more flexibility in maintaining our workload over time and provide a wide variety of interesting projects. To meet this goal we must be competitive and efficient. MFK:drg g:ladmMmitt197-4\effic.wpd 4/22/97