HomeMy WebLinkAboutMINUTES - 04281998 - D5 THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CAILFORNIA
Adopted this Order on April 28, 1998, by the fallowing vote:
AYES: Supervisors Uilkema, Gerber, DeSaulnier, Canciamilla and Rogers
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: GENERAL SER`JICES DEPARTMENT 1998 PERFORMANCE
REPORT
IT IS BY THE BOARD ORDERED that the General Services
Department 1998 Performance Report be ACCEPTED.
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: �r --r , ,2�
"PI 11
Phil Batchelor, Clerk of the Board
of Supervisors and County Administrator
By s
June L. McHuen, Deputy Clerk
a
estimated costs. Staff then makes sure that the customer is satisfied with the
decision at each step of the project and after it is completed. An example is
the new telephone system at the Elections Office.
Performance indicators and comparative labor rates are shown below by
division. They are illustrative and not inclusive of all services, as this would
take many more pages for the myriad of accomplishments that General
Services divisions have made.
Administration
• Took the lead in the restoration and rededication of the Veterans" Monument
in Pleasant hill, with the Director of general Services serving as a member of
the ad hoc Veterans' Monument Advisory Committee, chaired by Supervisor
Mark UeSaulnier which is working with local veterans and civic organizations
to restore the monument to its former glary.
• Negotiated contract for digital microwave system with Pacific Bell Mobile
Services which provides a state-of-the-art system at a savings of
approximately $3.5 million.
• Saved 7% on natural gas bills through participation in ABAG's cooperative
pooling and joined ABAG POWER to save on electricity costs with the Deputy
Director being appointed by the Board to be a member ABA$ POWER where
she was selected to be on the Executive Committee, and where
Administration will explore future options for saving on energy costs.
• Received a Merit Award from the California State Association of Counties
(CSAC) for the Waterbird Service Center' development and savings.
• Through the Accounting Section and Fiscal Officer, prepared documentation,
invoicing, and claiming for all capital projects that have State/Federal grants
or are funded through Certificates of participation with the hospital
Replacement Project which has had over $83.7 million invoiced and
deposited to date and Juvenile Facility improvements of $1.55 million
completed.
• Implemented Utility Manager software to obtain usage information for utilities
and allows downloading of departmental transfers of casts directly with
remittance advices being sent to the Auditors' to match with the generated
warrant.
13
Instituted a process where follow-up reminder letters are sent when an
invoice exceeds 90 days resulting in problems bung resolved sooner and
collections made faster.
Provided eight hours of manager training on County policies and
procedures, new terms and conditions of labor MOUs, and department
issues and four hours of training to clerical staff on revised clerical
procedures, departmental issues, and new terms and conditions of MCU.
Took the lead to develop and design the Web Page for General Services with
special focus on Architectural Services and Purchasing bid procedures.
Provided training can "Prevention of Sexual Harassment in the Workplace" to
all departmental management staff in compliance with Board policy.
Obtained$204,547 in grantfunds for purchase of a Compressed Natural(gas
fueling site at the Waterbird Fueling Facility.
Developed a plan with Disk Management to inspect County buildings/
facilities for security issues and to have a procedure for departments to
request building security checks.
Architectural Services
• Received 188 requests for services and went out for 32 construction
contracts for $5,761 ,142 and 109 purchase carders for office landscape
partitions and other construction for $1 ,240,000 for a total value of
$7,001 ,146.p +
• Provided leadership in dealing with bidding discrepancies and funding
problems associated with bidding for a new center for health in North
Richmond and,successfully revised bid documents within one week to allow
rebidding.
• Assisted the Administrator's Office in forecasting long range capital project
needs, particularly with sensitive projects, including the Los Medanos
Hospital in Pittsburg and the Summit Centre in Martinez.
• With the help from other divisions in General Services, prepared a
comprehensive three-volume Library facilities management manual with
buildings and grounds history and maintenance information.
14
® Worked closely with the Administrator's Office, County Counsel
-installed a new compressor and a new six-inch sewer main to prevent
continuous maintenance required on the old sewer, both at Orin ,Alien Boys
Bench.
-Cleaned duct work at Martinez Detention Facility (MDF) with Detention staff
and inmates which resulted in a successful health inspection and which
saved money.
-Lead Steamfitter spent two days and nights completing repairs to 11 CMF
bridge and installing a temporary bridge ordered by OES and arranged for
water service to allow the facility to remain in operation, despite the break of
the main water supply pipe into the facility, and which could have caused the
inmates to have been relocated if he had not arranged for portable fresh
water, porta-potties, and hand-delivery of food and milk.
-installed new six-inch water line, about 250 feet, at 554 School Street Health
Center at a savings over an outside bid of approximately $11/hour.
Security/Alarms Electronic Shop:
-Developed plan and installed glass detection systems at the main
Courthouses in Martinez and richmond to increase likelihood of police
catching intruders after several burglaries/vandalism at courts, with
successful nabbing of a perpetrator at the Martinez Courthouse after system
installed.
-installed a satellite system linking the county Health Services Department
with the State Health Services Network.
-installed 25 burglar alarm systems in County buildings and 3 new fire
systems with 5 upgrades.
Traffic Signal Shap:
-Added 250-light maintenance contract with the Town of Moraga.
-installed and maintained video detection systems in the cities of Orinda, Fl
Sobrante, and Antioch.
-installed and maintained traffic surveillance management system for Cities
of Martinez, Antioch, and Danville.
16
-installed and maintained two wireless, coordinated systems at Taylor and
Alhambra and Pleasant bill road via hardware software and Greenwich time
source from U.S. National Bureau of Standards.
-Added 14 neve Intersections to the maintenance list and remodeled 8
intersections.
-helped the City of Antioch staff to install a telephone conduit from a Pacific
Bell vault which required trenching 80 feet to a signal cabinet where an
outside bid to the city was $4,500 and General Services staff completed for
1 ,500.
• Paint Shop:
-Painted approximately 350,000 square feet of buildings at 21 sites, plus
additional work at the MDF and West County Detention Facility.
® Electrical Shop:
-Upgraded lights at Lefty Gomez field which saved on energy casts and
provides for improved lighting.
-Made numerous electrical modifications for remodels, moves and changes
for the Courts, County Clerk (Elections), Cooperative Extension, all libraries,
the MCDF, Juvenile ball schools area, and Animal Services, with staff
working many hours of overtime to accomplish these projects, as well as
routine electrical maintenance and repairs.
Custodial Services
• Implemented a special night crew to do extensive floor work which is difficult
to do during regular office hours, numerous letters of commendation have
been received.
• Purchased new vacuum cleaners that run quietly and reduce disturbance to
customers.
• Deceived 34 letters of commendation from customers who cited work that
was "above and beyond" the regular cleaning ,and where customers
recognized Custodial staff for their friendliness, enthusiasm, and willingness
to do extra.
17
Fleet Management
s Started a bi-monthly staff meeting to include employees and a business
agent from local No. 1 to meet on fleet improvements.
• Pe-instituted quarterly mileage reports from departments to develop profiles
of fleet and cast/mile reports for determining when repairs might be
exceeding cost of replacements.
• Changed grade of motor oil from 30 weight to 10/30 weight which increases
fuel mileage by 10%, an annual savings of $33,000.
• With Administration, applied for and received a grant to fund a fast-fill
compressed natural gas station at the Waterbird fueling facility.
• Competitive labor rates for County Mechanics that do bath heavy and light
duty vehicles at a rate of 63/hour versus 75/hour for Pittsburg Ford and
$77.50 for Lithia Sunvalley Ford.
Grounds Maintenance and Special Programs
® Took the lead in developing a sandbag program for the County in preparing
for and supplying labor and materials to prevent flooding due to El Nino with
15,000 sandbags filled and distributed.
• Maintained 55 landscape Service Areas under contract with Public Works
and expect to add more in 199€3, with Supervisor's expertise in landscape
design and staff doing maintenance, response time and costs are
competitive with outside contractors.
• Worked closely with Social Service and Sheriff [departments to use welfare
participants and custody alternative workers to handle recycling program
and other work projects such as property clean-ups and litter abatement.
• Managed the surplus furniture program for the County, saving departments
on the cost of neva furniture.
18
LHospital Maintenance
• Met the Contra Costa Regional Medical Center's opening date with flying
colors with only 3.5 additional staff to maintain this facility with 210,000
square feet and more sophisticated building systems and controls.
• Increased coverage to 24-hears with 3 of the new staff working night shifts.
• Developed a program to have critical parts and materials on hand to be able
to repair a system that falls unexpectedly and reduce dawn time for
equipment in the Medical Center, using the expertise of the Materials Section
at the Service Center to save money on orders
Lease Management
• Assisted in securing financing for a community-based non-profit corporation
to acquire and lease back to the County a 10,800 square foot Headstart
facility in Richmond.
• Negotiated an 8,000 square foot sublease in Concord for interim location for
Environmental Health which was required to vacate space in Martinez for
District Attorney Central County functions.
• Negotiated a lease with purchase option for 25,000 square foot facility
located at 800 Perry Street, Martinez for the consolidation of Public Defender
functions from Central County with the debt service coming from redirection
of lease payments.
• Assisted in the sale of a facility at 1820 Peerless to the El Cerrito
Redevelopment Agency which allowed the proceeds of$528,000 to be used
to finance a permanent replacement facility for Probation.
• Initiated negotiations with the Los Medanos Hospital district for County use
of the vacant Los Medanos Hospital, a 130,000 square foot facility for health
Services to relocate health center from 550 School Street in Pittsburg and for
use by the Community College District for provision of educational/training
resources.
• Negotiated a plan and issued letter of intent to owners of 2530 Arnold Drive,
Martinez (Summit Centre) for 120,000 of County space for a lease with
purchase option.
19
Purchasing/Central Service
Cemented the combination of Central Service as part of Purchasing which
proves to be cost effective.
With a new Central Service Supervisor, who has advanced graphics and
printing background, installed new DocuTech equipment to allow digital
duplication by scanning original documents and staring images on the hard
drive, with every copy being an original; and forms, brochures, and booklets
stored on the equipment so that departments can order items as needed
without having to throw out obsolete forms that previously had to be ordered
in large quantities.
• Installed additional equipment to allow different ways to punch holes, up to
55,000 sheets/hour without a dedicated operator and which allows beaks to
be bound 50% faster and saves about $10,000/year.
• Produced over 27 million copies last year on 4 copiers and 4 printing presses
and delivered 4.8 million pieces with postage savings through pre-sort of
$40,000.
• Sent survey cards to customer departments and of 130 cards returned, the
results were; quality of work 55%excellent, 33%good, 1%fair, and 1% poor;
timeliness 50%excellent, 30%good, 4%fair, and 6% poor, and helpfulness
of staff 71% excellent, 29 % goad, and 0% for fair and for poor.
• Prepared report on Purchasing in November for the Board, which outlined
history, requirements and productivity with highlights of report shown below.
-Lowest number of Buyers/1,000 requisitions among populous counties in
California, and second lowest for Buyer/1 ,000 purchases orders.
-Showed an annual savings of$4,362,400 on contracts either prepared and
issued by Purchasing or piggybacking on other jurisdictions' bids to achieve
savings on items including pharmaceuticals, medical/surgical/laboratory
supplies, computers, photocopiers, office partitions, food for institutions,
voice mail, office supplies, furniture, inmate clothing, pre-sort mail, pagers,
paper, lamps, food services, Sheriff CAD system, and fire engines.
20
-Initiated a plan to establish a procurement card to reduce the time and cost
of the procurement process and received Board approval for a pilot program
to test the use of this process.
-Provided specialized services by assisting in writing specifications,
developing bid conferences, evaluating products, and negotiating with
vendors to resolve problems with damaged shipments, poor quality
merchandise, and lack of performance on contract.
-Tested new products and maintained a supply of ergonomic chairs on site
which County Occupational Therapy uses for work-related injured
employees to obtain chairs that meet their needs.
Stationary Engineers
• Maintained 350,000 square feet of building space/Engineer for heating/
ventilating/ and air conditioning (HVAC) which compares to the industry
standard of 150,000 square feet/Engineer.
• Charged out at hourly rate of$45/hour for Stationary Engineers and$55/hour
for Mechanical Steamfitter compared to Martinez Sheet Metal at $55/hour
and Comm Air at $75/hour plus a $20/day truck charge.
• Creatively solved HVAC problems, such as the HVAC control malfunctioning
at 10 Douglas Drive, Martinez, when the vendor who had been working on
the problem said "gust open your checkbook and we will fix it," and the
Engineers fixed it at a savings of over $5,000, the amount that the vendor
wanted in parts alone.
• Replaced fuel service pumps and day tank controls for the MDF emergency
generator which had failed; installed a higher volume more energy efficient
chilled water booster pump at Juvenile ball, solved a continual "diesel smell'
problem; and installed variable frequency drives at the main Courthouse,
which replaced 35-year old fluid drives and inefficient energy-hog motors.
• replaced the 35-year-old chiller at the County Administration building for
one without CFCs, increased chilling capacity, and results in energy-savings
for the building.
21
Telecommunications
• With Administration and Purchasing, renegotiated a contract with Pacific Bell
for County CENTREX service at a savings of $127,269/year and another
contract with AT&T for long distance, calling card, and 800 service at an
annual savings of $83,000.
• Developed an approach to customer service as a "service bureau," similar to
services offered in the private sector, from which the Telecommunications
Manager came, with standards for response, such as adding voice mail to an
existing telephone number within one day and adding a new CENTREX line
within seven working days.
• Converted all FCC license information to an informational data base in
Microsoft Access for trading and obtaining status reports.
• Completed 1,950 work requests for 1997, a 19% increase from 1996.
• Installed PBX and voice mail systems for Contra Costa County Regional
Medical Center with fiber optics at the campus site and made the transition
from the old system to the new with few problems because of
Telecommunications' design for a parallel system.
• Installed three new voice mail systems to create a distributed system for
reliability, robust features, and network capabilities and reduced the
problems of downtime for voice mail users.
• Installed five PBX systems for Social Service, Sheriff-Coroner, and Health
Services [departments, which allows reduction of CENTREX lines and costs.
• Worked jointly with department of Information Technology on digital network
technology services County-wide, including combining PBX, voice mail, and
digital services to reduce duplicity and optimizing "bandwidth" and on
projects such as network infrastructure of fiber optics connection (OC®12) for
the Sheriff.
• Converted 170 General Electric mobile radios to Kenwood mobile radios and
programmed 100 Kenwood portable radios for the Sheriff.
22
• Set up the Sheriff's dispatch center (comm 1) at a new temporary location
with all communications equipment and Centra-Com dispatch consoles with
no down time for dispatchers.
• Upgraded the WCDF's perimeter alarm system to reduce outages and
trouble calls.
• Charged out Telecommunications Technician labor at a rate of $65/hour
compared to vendors,(none of which can maintain all types of County
equipment and which in-house staff can maintain): Diablo Communications
at$85/hour, Centra Costa Communications (doesn't work on Harris PBXs) at
$40/hour, Parker Communications (doesn't work on Harris PBXs) at $60/
hour, 3D Communications at $85/hour, Mason Communications (doesn't
work on Harris PBXs) at$70/hour, Ameritel Communications at$65.25/hour,
Martel Communication (doesn't work on Harris PBXs) at$65/hour, and ATS
Communications (doesn't work on Harris PBXs) at $120/hour.
• Saved the Library District$2,000/month and Health Services $600/month on
Pacific Bell casts because of applying for special discounts for educational
facilities.
23
Section V—Challenges and New Directions
A. Challenges
As departments' functions and missions change, space requirements
change. Such changes affect General Services, as the Department needs to
provide for such changes, which can mean acquiring a neve building either
through lease, building, or purchase, or remodeling existing space.
Technology changes require cabling for voice and high-speed data in
buildings and air conditioning for sensitive computer and automated
equipment. Retrofits of plumbing and water distribution systems, electrical
wiring, and electrical capacity are needed for old buildings
Meeting these needs is a continuing challenge, as regulations and limited
labor resources require that the work is done properly, which sometimes is not
fast enough for what departments want. Departments want more work done
after normal work hours to reduce disruption to their staff in part due to
increased claims of illness from odors of paint and other chemicals used in
maintenance regardless of the non hazardous chemicals in the products
used.
Financial resources, while better than four years ago, still challenge General
Services to maintain County buildings/facilities and telecommunications
infrastructures. The majority of the general Services budget for general-
funded occupancy costs are for the public protection departments,
particularly the Sheriff and Probation detention facilities;: and budgets are
basically roll-over budgets each year. General Services therefore must
creatively approach maintenance of these buildings. All of these facilities are
aging and need more capital expenditures to meet required standards and to
protect the County's assets in its total infrastructure.
General Services has a workforce that continues to improve its skill levels, and
employees have a commitment to provide excellent service. Managers work
closely with employees on cost saving measures, productivity advancements,
responsiveness, and customer appreciation
I
Training, automation, evaluation, tools, and equipment are keys to meeting
the challenges. General Services has replaced many old vehicles for its
maintenance employees who must have trucks to work, provided training
opportunities, encouraged employees to improve productivity and
attendance, and taken steps to release employees who do not choose to meet
work requirements.
24
Divisions have purchased new tools and equipment where they increase
productivity including the following:
• {quiet powered vacuums for Custodial
• East speed printing equipment for Central Service
• Sign-making equipment for Building Maintenance to make wood signs
at less than half the cast of a private sign maker
Book page cutter to quickly cut white pages from old hooks to save
money on sale of white paper at Grounds Division
® Upgraded or purchased new computers for every manager and other
employees who use computers for work assignments.
A revision of the work request form for services from General Services is
being redesigned to be more customer-friendly, and a workshop for building
managers will be held in the Spring to help customer departments more
effectively access services.
The upgrading of LAN networks and a direct connection of a Tw1 to the
Service Center will make interchange of data faster. A new maintenance
system for the Stationary Engineers will allow maintenance schedules and
equipment history to be automatically generated. A Clerk to encode the data
and schedule employees for service calls will answer a concern from
customers to have a "live" person answer trouble calls. Currently Engineers
are usually in the field, so messages go to voice mail,
B. New Directions
New regulations and laws are passed each year which affect how General
Services does business. Staff must stay current with such requirements.
Some of these new regulations and laws mean that jobs will cost more, such
as more stringent requirements for management of asbestos and lead, air
quality standards., and ADA retrofits.
Security issues are of concern because of increasing incidents of workplace
violence, which can come from within or from outside.
Casts of property and rent increases are on the upswing in Contra Costa
which can affect the costs of occupancies for departments.
With the change in the Consolidated Courts status to the County, General
25
Services will need to develop a new working relationship with the Courts to
provide services.
Meeting all of the departments service requests will continue to be a
challenge with the increased square footage of space being acquired.
Finding ways to redirect the Work Grew Leaders, who have supervised
welfare participants, and to consider new ways to cooperate with Social
Service to develop programs for transition of welfare participants for training
and jobs will be a challenge in the future,
Fortunately General Services has a superior management team that works
well together to address challenges. As the Department has done in the past,
it will meet the challenges as neve opportunities to resolve thorny issues.
Line staff overall care about the services that they perforin and rise to meet
new situations as well as addressing on-going issues,
26
Section VI—Addendum
A. Organization Chart
CONTRA COSTA COUNTY GENERAL SERVICES DEPARTMENT
ORGANIZATIONAL CHART"
Marsh 4, 1999
Director of General Services
Barton J.Gilbert (t)
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Executive secretary
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(J) < ) (1
Lease Management Purchasing
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(43) 0 8)
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(12) (l l)
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(4 ) Management 32
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i Total 253
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27
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GENERAL SERVICES DEPARTMENT
1998 PERFORMANCE REPORT
TABLE OF CONTENTS
Section I—Pepartment Overview
A. Department Responsibilities Page 1
S. Organizational Structure Page 1
Section 11—Resources
A. Financial Resources Page 5
S. Personnel Resources Page 5
C. Affirmative Action Page 5
Ce Sick Leave Page 7
E. Staff Development Page 5
F. Automation Page 5
Section 111--Customer Services
A. Service Delivery System Page 10
B. Customer Profile Page 10
C. Customer Relationships Page 11
Section (V—Annual Performance
A. Performance/Accomplishments Page 12
Section V Challenges and New Directions
A. Challenges Page 24
Ba New Directions Page 25
Section V1- Addeadum
A. Organization Chart Page 27
Be general Services' Budgets Page 28
O. Pictures of Employees at work Page 29
GENERAL SERVICES DEPARTMENT
1999 PERFORMANCE REPORT
Section 1--General Services Qepartment Overview
Aa General Services Responsibilities
Mission Statement
The General Services Department's business is to provide high quality,
responsive, cast effective service to County departments, ether agencies,
and to the public through the following:
• Set goals and objectives for providing services.
® Meet regularly with customers to discuss their needs and problems,
recommend new or revised methods of providing services to reduce costs,
improve and/or increase service levels and productivity.
• Develop and maintain cooperative working relationships between the
General Services department and its customers and others who support
Department activities,
• Promote image of professionalism, pride, and quality of service.
• Focus on employee skills and promote a creative work environment through
training, staff development,team building, and decision making at the lowest
level
OLganizational Structure by Division (See Organization
Administration—N--provides program direction to all divisions and
administrative support for employee relations, personnel actions, MBE/WBE
and affirmative action, operational oversight, preparation and control of the
Department's budgets and other fiscal responsibilities including accounting
for all capital projects and work activities, payment of bills for utilities and
services, invoicing to contract agencies, safety, training, and development of
policies and procedures.
Architectural Services Division ---v-� provides professional architectural
services for the design, construction, remodeling, and management for
capital construction and major alteration projects for County buildings and
facilities; prepares bid packages for formal bids and does outreach for MBE/
WBE firms.
Building Maintenance—provides maintenance, repair, and small
remodeling project management for County buildings and facilities using
skilled craft workers; maintains traffic signals for County signals and contract
cities; and designs and maintains alarm and security systems.
Central Service—provides large printing services, fast copy of documents,
desktop publishing, forms storage for printing, messenger transmittal to
County offices, U.S. mail pickup and metering, post office delivery, and
envelope inserting for large mailings and is under the direction of the
Purchasing division.
Custodial Services-provides building cleaning, re-lamping of lights,
supplies and office furniture moving requested by departments, and
management of contracts for window coverings, furniture and upholstery
repairs, and custodial supplies.
Fleet Management---repairs and services County vehicles/equipment,
prepares vehicle and equipment specifications and coordinates purchases
and lease of vehicles with purchasing,.
Grounds Services-provides a broad spectrum of grounds maintenance
services, including landscape design, maintenance, weed and pest control,
irrigation systems, parking lot maintenance, and supervision of General
Assistance and alternative custody work crews performing litter control,
weed abatement, surplus furniture moving and redistribution, and recycling
of paper and cardboard from County buildings and facilities.
Hospital Ma;tenance SerTvices—is a division dedicated to a maintenance
program for the Centra Costa regional Medical Center and includes craft
employees and stationary engineers who provide on-site maintenance and
repair at the Hospital and coordinate additional maintenance needs with
other General Services divisions.
2
Lease Mange provides property management services for leased
space to the County and the County's leased space to other agencies,
prepares license and lease agreements after negotiating terms for building
space and other rental/lease agreements including communications vault
space at microwave sites, and works closely with other divisions to ensure
that maintenance and repairs are made for the property they manage.
Purchasing—provides a variety of purchasing services for County
departments, Fire and Library Districts, and County Schools including
negotiations and bid proposals for purchase of goods and services; assists
departments in preparation of specifications and analyses of product
information; arranges for cooperative agreements with ether public agencies
to tape advantage of large consumer discounts.
taticnM Engineers—maintains and repairs heating, ventilating, air
conditioning(HVAC) systems, installs and monitors energy control systems,
manages elevator contracts, and makes minor repairs to equipment and
plumbing fixtures.
Tel comm unicatioaa---oversees telephone, voice, radia, and microwave
equipment and systems and performs installation and maintenance for
County departments, police agencies including the Sheriff, fire districts,
cities, and Special Districts.
Partnerships With Other Departments/Agencies
• Social Service GA work program staffed by General Services which provides
services to County departments, Special Districts, and East Bay Regional
Parks.
• Summer painting programs for juvenile at Orin Allen Boys Punch.
• Grounds Services provision of landscape design and maintenance for
Special Districts and community parks.
• Development of Cooperative Purchasing Agreements with other counties
and cities for large consumer discounts.
• Member of ABAG PC WERPC4L with the Deputy Director serving on the
executive board.
3
• Cooperative participation of Lease Management with Community Services
and community organizations that support preschool operations, homeless
programs, and veterans.
• Traffic signal installations and maintenance for 13 cities, County roads, and
some State highway intersections.
• Vehicle maintenance for the Dousing Authority.
• Service agreement with State EDD for telecommunications use of CENTREX
contract.
• Central Sanitary District use of General Services fueling facility.
• Contracts for use of microwave sites with other public agencies and with
private users such as PG&E and Cellular 1 .
• Agreement with pacific Bell Mobile Services (PBMS) for a digital microwave
system with PBMS paying 37% of the costs and providing a 10-year, interest-
free loan for the County's share.
• Construction and remodeling projects handled by Architectural Services for
Fire and Library Districts, and other maintenance handled by General
Services' divisions for the Library District.
• Sandbag program handled by Grounds with sandbags made available to
County buildings and facilities, Ambrose Community Center, and to the
public during the "El Nino" storm period.
Section 11—Resources
A. Financial Resources (See Section V1 for Budgets Chert)
B. Personnel Resources (See Section V1 for Organization Chart)
Trends in Staffing
From 1992 through 1996, General Services reduced positions due to
County-wide reductions in general funded operations. During the past year,
the Department has addressed some of the increase in square footage in the
County building inventory and an increased, sustained workload in the
maintenance and repair of County buildings by converting long-term
temporaries to permanent positions. The positions added have been in the
maintenance divisions. The department has 263 authorized positions, of
which 23 are top Administrators, Division Managers and Supervisors. The
Department continues to be lean in teras of management positions,
concentrating its resources in line staff to maintain a high level of direct
service to customer departments.
C. Affirmative Action
The Department continues to target females, particularly in non-traditional
work areas, and to target Hispanics and Asian-Pacific Islanders overall.
During the past year, the Department hired an Asian female and an African-
American male in the category of Official/Administrators. Department
percentages now exceed workforce percentages in each of those groups for
this top-level category.
The Department continues to hire and retain at above workforce percentages
for African-Americans in the categories of Officials/Administrators,
Professionals, , Administrative Support and Service Maintenance. The
Department exceeds workforce percentages overall for African-American
and American Indian-Alaskan Native.
The Department continues to send staff to the County Training Institute's
classes on "Preventing a Hostile/Discriminatory Workplace" and has trained
all management employees in the area of "Sexual Harassment". The
5
Department appreciates the diversity of the workforce and continues to
conduct events which focus on the various cultures and ethnic backgrounds
of its Staff.
�emaia � iAmerind
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6
D. Sick Leave
The Department monitors sick have usage monthly and more often if a employee has
attendance problems. Employees with high usage are reviewed, counseled and/car
referred to Employee Assistance, if appropriate, If usage continues to be high, the
employee may be required to provide medical verification for usage and may be
disciplined. We believe this monitoring and communication with employees has
helped the department reduce the use of sick leave. There has been sustained
improvement in the overall sick leave usage over the last five years. In 1992, General
Services Department employees used 66% of total accruals. In 1995, that number
was reduced to 53%, 1996, it was 50%, and this year it has been reduced even further,
despite an increase in total number of staff, to 47%.
In early 1996, letters which commended low sick leave usage (30 hours or less
annually) for 1997 were sent to 50 employees.
GENERAL SERVICES Hours Hours
DEPARTMENT(1997); Used Accrued # Staff
d
,..:r.. .,..; _.,,....,„.,w, ...H.....,asw y.., x.< ,..,..:..,. ....:..... ....... .:.......... � ,,...ate.✓rn .... <...,, ........ .._. ....,, ,,. ,.__.,.,.
By Budget Unit: (plot Adjusted,)
OWN
�
77
Alg
85
1z.
s tt;
Central Service (0146) 1,.063** 1,440 16 74%
7,77",
Fleet (0063) 1,407 1,920 20 73%
s
IX
` =b79
h
t e
Communications (0060) 543 1,248 13 43%
*252 was Authorized Position Count on 12/31/97
**6 Employees with serious personal/family illness which accounted for 1762 hours
of sick leave usage
EMPLOYEES WITH 0 HOURS USE OF SICK LEAVE-1997° 16
EMPLOYEES WITH 30 OR FEWER HOURS USE OF SICK LEAVE 34
7
WWa Staff Development
Employees are evaluated annually, and new hires are evaluated after the first three
months and again at six months, at the end of their probationary period. Employees
are evaluated in the areas of work productivity, attendance, awareness of diversity
and treatment of ethers, safety, customer service delivery, knowledge of job and skill
levels, and working relationships with supervisors and co-workers.
Employees are encouraged to continue to develop job-related skills and knowledge
and to stay current in their field. Maintenance staff' are given regular training in the
area of safety, new laws related to their occupations, and training on the operation
and care of new equipment. Vendors will often supply equipment training at no-cost.
Employees are also sent to training seminars and classes.
Professional staff belong to a variety of job-related professional organizations and
attend seminars, receive publications and network with ethers in their fields to stay
current. The use of the Internet has and continues to enhance the ability of
professionals to communicate and to get information quickly.
Many staff continue to gain knowledge and enhanced skills by taking classes on their
own. Several members of the department are currently working toward Bachelor or
Masters degrees; in addition, staff members are taking computer training for Desktop
Publishing and others are attending training which leads to a certificate program in
Facilities Maintenance.
F. Automation
Automation continues to play a major role in creating efficiency, enhancing internal
and external communication, and providing the ability to have information readily
available to help General Services provide better service to customers. The
Department has two local Area Networks (LANs) and will be connecting the two this
year which allows sharing of licensed software and data bases. The Department has
automated every division with e-mail capabilities, as well as new applications which
provide inventory control, energy management information and building control
management. A departmental web page has been designed and is being
implemented.
The Department has a small steering committee to plan for automation of
maintenance software programs to enhance the management of buildings and
equipment.
8
Central Services has purchased a high speed DocuTech copier, which provides high
quality copying, at a faster speed, by digitizing images. Central Services also has
purchased desktop publishing hardware and software to enable the print shop to
provide these services to customer departments.
Building Maintenance has purchased and is currently implementing an automated
program for key control, which will enable staff' to have automated records of keys
issued and Ivey systems to provide better security for County buildings and staff.
.7
Section III—Customer Services
A. Service Delivery System
General Services provides services that are available from the private sector.
Through a work request process for most of the services, departments ask
for maintenance, remodeling, telecommunications, printing, and other
services. Preventative maintenance is done on a routine basis based on
equipment requirements, such as checking fire systems and changing
HVAC filters.
The Department has little discretion over the services provided. Most of the
general funded departments served are in the public protection area: Courts,
Probation, Sheriff-Coroner, District Attorney-Public Administrator, and Public
Defender.
General Services has constraints that are imposed by local, state, and
federal requirements for telecommunications, procurement of goods and
services, public works formal bidding for projects over$50,000, State Code,
§31000 which requires maintenance of buildings with in-house staff unless
declared a remote area, building codes and regulations including Title 24,
health and safety codes, clean air act, ACOA compliance, commercial drivers
and vehicle inspection program, building and maintenance codes
specifically for hospitals and clinics, airport, adult and juvenile facilities,
underground tanks, storm water drains, fire codes, and other requirements
that must be met.
B. Customer Profile
General Services provides services to all County departments, some Special
Districts, some cities, Dousing Authority, State, County Schools, welfare
recipients, custody alternative participants, and members of the public.
Because the services are varied, the customer group is large. Service
priorities are done based on health and safety with the highest priorities
being for 24-hour facilities: Regional Medical Center, adult and juvenile
detention facilities, traffic signals, and radia/microwave system
emergencies. Other priorities would be to respond to MVAC failures,
plumbing problems, flooding., fire, and other critical conditions.
10
C. Customer Relationships
Because of the diversity of services offered,the type of relationships vary. In
most cases there is a business arrangement where General Series provides
a product or service for a cost. Some customers are not charged directly;
however, the services are charged to the General Services budget on the
same cast basis as if departments were charged. General funded
departments' budgets for occupancy,vehicles (excluding the Sheriff's fleet),
radio maintenance, and telephone maintenance are included in Budget Unit
007"7,
Services are accessed via work requests. The Service Center provides a
coordinated approach for three divisions: wilding Maintenance, Fleet
Management, and Telecommunications to combine materials management
and clerical support. These divisions work closely on some common
customer services, such as Fleet and Telecommunications doing vehicle
maintenance and radio installations for the Sheriff's vehicles and for wilding
Maintenance and Telecommunications to install electrical service and data
cabling for customer departments. This coordination assists departments
and reduces implementation time. The Center is open for the benefit of the
customers from 5:30 a.m. to 5:30 p.m every day, with a 5:00 p.m. closure on
Fridays. The dedicated Maintenance staff at the Medical Center allows fast
response for the hospital, with back-up support available from wilding
Maintenance and the Stationary Engineers. Custodial Services and the
Stationary Engineers start at 6:00 a.m.so that some work can be done before
the start of the day for many departments. This allows less disturbance for
customers.
As a result of our customer surveys, the work request form is being
redesigned to add a new "we were here" slip that workers will leave at the
work site to let departments know when staff respond to work requests or
emergencies. The short form will identify the division, work request number,
date, time, initials of responder, and fallow up phone numbers if there are
questions.
Section IV"—Annual Performance
A. Performance Indicators
General Services Divisions strive to complete emergency work within 24
hours. Other work is done based on priority, available staffing,
environmental testing requirements, such as for asbestos and lead paint,
bidding procedures required for outside contractors and vendors, and
customer requirements. General Services° labor rates are competitive and in
many cases lower than outside providers. Labor rate comparisons are
shown under divisions' performance indicators.
though the number of vehicles with over 100,000 miles is lower than last year,
there are still 48 vehicles with over 100,000 miles, and many other ones are
approaching that mileage. Older vehicles can have more down time which
customers departments dislike as they do not have other vehicles to use to
provide their services.
The biggest barrier to General Services staff providing the level of service
desired by customer departments, particularly for routine work requests, is
an inadequate staffing level. Moves and changes in facilities cannot be done
as fast as departments want. This is true even when outside contractors are
involved. When contractors are used, staff' must prepare specifications,
contracts or requisitions, do "walk-throughs" with bidders and/or get
multiple quotes required by law or Purchasing requirements, and inspect the
work to ensure that it was done correctly,following up with the paperwork for
payment to the vendor. Large, formally-bid projects require even more staff
preparation time and project management. All County work must be done
following the regulations, policies, and procedures listed under constraints
above.
Departments sometimes unrealistically think General Services staff and
outside contractors are like the Maytag repairman waiting until someone
calls with a problem. The workload is heavy, so not only are employees not
waiting around for work, there is so much work that many jabs must be done
after normal work hours and weekends on overtime to meet the customers'
requests.
Staff provide alternative solutions if the customer doesn't know what is
needed. For example the Telecommunications staff meets with customers
and provides possible solutions to the desired outcome with a breakout of
12