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HomeMy WebLinkAboutMINUTES - 06151999 - C150 C.150 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY9 CALIFORNIA Adopted this Order on June 15, 1999, by the following voted AYES: Supervisors Gioia, Uilkema, Gerber and Canciamilla NOES: ?'done ABSENT: Supervisor DeSaulnier ABSTAIN: None Can this date the Board of Supervisors considered accepting Deport No. 9910 from the County Grand Jury entitled, "Compliance and Review Committee Report" on the consent portion of the agenda, and to refer it to the County Administrator. Following Board discussion, Supervisor Uilkema moved the consent items as presented, and Supervisor Gioia seconded the motion. IT IS BY THE BOARD ORDERED that Grand Jury Report No. 9910 is ACCEPTED, and the Report is REFERRED to the County ..Administrator and General Services Director. 1 Hereby certify that this 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 Juste 15, 1933 Phil Batchelor,Cle of the Board of supervisors Vdp o Adminisgator Barbara S.Gr(,t,D ty Clerk C.C.CAO RECEIVED MAY 2 5 !0199 CLERK BOARD of SUPERVISORS A REPORT BY CONTR-,COSTA Co. THE 1998-99 CONTRA COSTA COUNTY GRAND JURY 725 Court Street Martinez, California 94553 Report No. 9910 COMPLIANCE AND REVIEW COM-ME REPORT APPROVED BY THE GRAND JURY: Date: ti L,A ,E CE W. JE3S GRAND JURY FOS ACCEPTED FOR FILING: Date. = L ' 7 G OF THE SUPERIOR COU-RT Grand Jury Report leo. 9910 COMPLIANCE AND REVIEW COMMITTEE REPORT One of the functions of the Grand Jury is to review and determine if prior grand juries' recommendations have been implemented. The Compliance and Review Committee requested the following reports: Grand Jury Report No. 9602 Inmate Welfare Fund RECOMNMNDATION NO. 1: The Sherr fill the Director of Innate Services vacancy. A. This recommendation is not accepted. B. The Sherr'is studying the need to continue the functions performed by the Director as a separate position. We are assured however, that the services provided by this position will continue. m RESPONSE TO TBE GRAND JURY 1998-99: Since the resignation of the Director of Inmate Services in 1994, all budget planning and budget related documents have been handled by,our Director of Support Services, Mr. Bill Schmidt. Purchasing and requisitions are generated by retention Division staff Mr. Schmidt retires this month after many yews of service with Contra Costa County. The Inmate Welfare Fund duties will transfer to the Sheriffs Fiscal.Unit, Our Inmate Program personnel, such as the Chaplain, Law Clerk and the Librarian, have been reporting directly to the Custody Services Bureau Commander. There is a monthly Program manager meeting to review progress and current issues. This was previously chaired by the Director of Inmate Sees. There is currently no rrdddle manager to field daily operational questions for the personnel that operate separate and complex programs, Several prograrn mangers have voiced the need for a mid-level Program manager who would act as their point of contact on daily issues, operate as their advocate and manage future expansion of services or training programs offered to inmates in our facilities. \dU NT. This report included three recommendations. The above response is the only one not accepted by the Sherr Report Na, 9608 Human Resources Department Project Positions RECOMMENDATIONS 1 tC?I S The 1995-96 Contra Costa County.fury recommends that the Board of Supervisors require a more detailed justification on the establishment, recruitment and selection for vacant Project Positions, to include: 1. written justification for waiver of examination. . written conflict of interest statement for any selection made without examination, identifying any relationship between the selecting official and the selected candidate. 3. requirement that the Human Resources Director review the conflict of interest statement and seek Board approval of the selection in sensitive or questionable instances. 4. requirement that at least three(3) identified persons be interviewed for any project position unless waived in writing by the Director of Duman Resources. 5o written documentation on the results of each interview be kept on file with HRD for the duration of the project period. 6. written certification to the Board of Supervisors by the Director of Human Resources that all requirements for the establishment, recruitment and selection for Project Position vacancies have been met. RESPONSES TO THE 1998-99 GRAND JURY &eaort No. 9608 This report included six recommendations. The Beard of Supervisors adopted Recommendations No. 1, 2, 4 and 5 in whale or in part. Recommendations No. 3 and 6 were not adapted. The adopted recommendations in No. 1, 2 and 4 are expressed in Administrative Bulletin No. 416.2, subject: "Project Positions,' which was issued March 6, 1997. A copy of this bulletin is attached. The action on No. 5 adopted existing policy and practices of the Human Resources Department. ........................................................................ ........................................................................................................................................................................... ...... ......... ........ ......... ......... ......._ . ......... ......... ... _ ..._... ......... ......... ......... ......... ......... .......... ....... ......... ......... ......... .........._ .... 11 CONTRA COSTA COUNTY Office of the County Administrator Number.- 416.2 Dates 3-6-97 Section: Personnel. SUBJECT: Project Positions County Ordinance Code No. 3-5. 323 exempts project positions from the merit system. This section reads as follows. "Project Positions - Employees in positions (project positions) which are funded by grants from federal., state or private appropriations for a specific limited period a.s part of an approved project. The County Administrator and Human Resources Director shall develop procedures, for approval by the Board, for designating these positions and employing persons to fill them." The following policies and proce*dures shall, apply to the creation and filling of project positions: 1 . Project positions shall be designated by the * County Administrator upon request of the department head when such positions are created to implement a specific project of limited duration financed in thole or in part by grants from federal, state, or private agencies 26 Project` positions shall, be created and allocated to class titles by resolution (generally Position Adjustment Request Form P300) of the Board. of Supervisors as recommended by the County Administrator. 3. In requesting the creation of a project position, the department and. the County Administrator will provide the Board with specific information identifying the pu pose and duration of the project, the funning sources for the project, the expected outcome and cost/benefit of the project, the specific duties of the project position and the method in which the project position is to be filled. This information will be provided with the Position Adjustment Request in accordance with instructions entitled. "Request for Project Positions' on the reverse of the P300 form. 4 . Terms of employment and compensation expressed. in Resolution No. 83/1 shall apply as the general rules of employment in project positions. In recommending to the Board of Supervisors the manner in which a project position is to be filled, departments and the County Administrator, in consultation with the Director of Human Resources, or designee, shall address the following questions : a. Are circumstances present which support exemption from the normal testing procedures and use of a direct appointment? Considerations should include. Is the staff time needed to formulate and administer a competitive examination justifiable for the position(s) in question? !� Would the eligible list resulting from the examination be used to fill several positions and/or be used by several departments? How many candidates are expected to apply? (Difficult to recruit project positions may be best filled by direct appointment and the administration of an examination to fill a project position that will attract several hundred applicants may not be practical. ) 4 Can a project position requiring unique skills and abilities that are not readily available in* the job market be filled by placing a current merit system, employee on leave of absence into the project position? Will the continuity of a project be disrupted by hiring an individual(s) who is unfamiliar with the scope, organization and work being performed in the project? How quickly does the project position(s) need to be filled? Do the funding conditions of the project position(s) require that it be filled immediately? What is the likelihood that the project position(s) will be transferred into the merit system? (If it is highly likely that the position could be transferred, consideration should be given to administering an examination. ) What are the Affirmative Action implications, ,including representation in the current workforce, representation in the available marketplace, representation in the job class(es) in question and timetables and goals for the job class(es)? @2_ ............................... _ ..................................................................................................................................................................................................... ..._..... ......... ......... ......... ......... ......... ......... ......... .... . ..... ......... ......... ......... .. ....... ........ ...._... ..... ......... ....... .... .... b q if a direct appointment, is requested by a department, such direct appointment shall be in accordance with Resolution No. 96/293 "Policy on Avoiding Conflicts of Interest. in ,appointments by Department Heads to Authorized Positions, :B adopted by the Board of Supervisors on June 11., 1996 . 6 . The department head shall provide the Board of Supervisors with an updated cost/benefit analysis of each project position at the halfway point of the project duration. The reporting cute for each position shall be estimated and established by the department in which the position is located at the time it is created by the Board of Supervisors. The Human Resources Department shall monitor the timely submittal of the report. 7 . The Human Resources Director shall maintain a classification plan and administer competitive examinations and selection processes for employment in project positions similar to those for positions in the merit service. The County's Affirmative Action commitments shall apply. At least three identified persons shall be interviewees for any project position, unless this requirement is waived in writing by the Director of asuman Resources, with documentation on the outcome of selection ,interviews to fill project positions, including the names of all interviewees, the names of all persons who waived an interview and the name(s) of the person.(s) appointed.. 8. Departments shall confer with the Office of the County Administrator and the Humana Resources Director, or designee, on all matters pertaining to project positions. Orig. wept. : Human resources Department References: Ordinance Code 533-5.323 Resolution No. 83/1 Resolution No. 96/243 t Phil Batchelor, County Administrator -3- Report No. 9610 Political Activities in Centra Costa County Building REC4MMENDATIGNS The 1995/96 Contra Costa County Grand Jury recommends that the Board of Supervisors: 1. Adopt a policy in conformance with the California Government Code, Section 3207 regulating the political activities of all County employees during working hours. The policy is also to address the use of County property, equipment and facilities for political activities. 2. Require that a copy be signed by every employee and retained in their official personnel file. RESPONSES TO THE 1998-99 GRAND JURY ftort Ng. 9610 This report included two recommendations. The Board of Supervisors adopted Recommendation No. 1 as modified and referred Recommendation No. 2 to the Internal Operations Committee and staff for further review. The Board's response to Recommendation No. 1 required that Administrative Bulletin No. 405, subject: "Political Activities,,'be amended with regard to the prohibition of using County funds, facilities, supplies or property for the purpose of supporting the election or defeat of any elected public officer or candidate for public office. The bulletin was so amended. A copy of Administrative Bulletin No. 405.4, including the amendment, is attached. Recommendation No. 2 required that all County employees sign a copy of a County policy prohibiting them from participating in political activities during work hours. The Board of Supervisors did not adopt this recommendation. On December 17, 1996 the Board directed the Director of Human Resources to prepare a comprehensive policy on regulating political activities in County buildings and on the dissemination of such policies, and to advise County employees of Administration Bulletin 405 as revised. In January, 1997 copies of Administrative Bulletin No. 405 were distributed with their paychecks to all County employees. On April 8, 1997,the Board directed the Human Resources Director to report on employee orientation, including political activities. The Human Resources Director is currently developing a new employee orientation program which will include information on political activities and will report this program to the Board when it is ready for implementation. . .. ..................................................................................................................... __ ......._ ......... ......... ......... ......... ......... ......... ......... ......... ........ .. ........ ........ ...........-__ ......... ......... ......... ......... ......... ......... ........ .......... .......... _ _ _ _ ......... ......... ......... ..............._.. . CONTRA COSTA COUNTY Office of the County Administrator ADMINISTRATIVE BULLETIN dumber l 405.4 Date; 2-1.9-98 Section: Personnel SUBJECT: Political Activities Each employee is cautioned that there are Federal and State laws restricting political activities by public employees. Some of these restrictions carry criminal penalties, most of which do .not depend on knowledge by the employee of the wrongfulness of his conduct„ The most important of these prohibitions and restrictions are the following: The "Federal Hatch Act, " as it relates to local_ governmental employees, is contained in Sections 1500 and following of Title 5 of the United States Code. Generally, it forbids partisan political activity (in connection with political parties) by local government employees whose work is financed even partly by Federal funds . Sections 3201 and following of the California Government Code restrict fund raising and lather political acts on public premises or by use of official influence. Section 3204 prohibits using official authority to influence voting or other political action. Section 3205 prohibits local agency employees from soliciting. political contributions from other agency employees. Section 3207, as Implemented by the Board of Supervisors, prohibits politicking on county time or with county property or premises Sections $1000 :and following of the California Government Code contain the "Political Reform Act of 197484 (sometimes referred to as "Proposition 911 or "The Fair Political Practices Act") . This is a very comprehensive regulation of political activities by all persons and of those seeking or advocating election to offices therein or affecting election propositions _lm Pursuant to Government Code section 3207, except as may be required by constitutional rights to freedom of speech, no funds, employee or ether services, supplies, equipment, or other personal or real property of Contra Costa County or of any other agency governed by the Contra Costa County Board of Supervisors shall be used for the purpose of supporting the election or defeat of any elected public officer or candidate for public office. it is important for each employee contemplating political activity, or asked to undertake or support such activity, to find out what the legal restrictions are on such activities . Each individual should consult his legal counsel., or copies of these laws may be found. in County Law Libraries in Martinez and Richmond. Because the County may also be penalized for violations of the Do S. Hatch Act, the various departments partially financed by Federal funds need to be alert to possible violations by their employees. Department heads should confer with the County Counsel when specific problems came to their attention. Orig. Deptoa County Counsel Phil Batchelor, County Administrator m2-- Report 9701 Surprise! A Social Program That Works!! Independent Living Shills Program of Contra Costa County RECOMMENDATIONS TIONS The 1996-97 Contra Costa County Grand Jury recommends that° 1. the Director of the ILSP make a presentation of the program and its achievements annually to the Contra+costa.County Board of Supervisors. 2. the Board make a public corn%tment to support this program and the youths who participate, 3. the Board of Supervisors assist this program in every gray possible in order to sustain its outstanding success. This includes providing finding to augment current federal funding and commitment to replace the full federal funding in the event it becomes unavailable. 4. the HSP staff develop a strategic plan addressing alternative funding sources in the event federal funding is cut car eliminated. 5. the ILSP staff develop specific guidelines and an implementation plan for a volunteer mentoring program. Included would be: -,,Aiorking with various volunteer sources in the area to recruit mentors including the Volunteer Center of Contra Costa.County, The Mentoring Center of Oakland, community involvement programs of major employers in the county, local service clubs, Chambers of Commerce and various retiree organizations. -seeking interns and community service volunteers from among the students in area colleges and universities. . 6. the ILSP staff accelerate its efforts for transitional housing by looking at other possible resources such as the Department of Housing and Urban Development and local housing authorities. 7. the ILSP staff seek creative ways to provide temporary transitional housing for those youths who are emancipated and have nowhere to go. �a the ILSP staff work with all major employers in the county to provide internships and on- the-job training for youth in the program. 9. the ILSP staff hire an educational specialist to handle the education component of the program. 10. the ILSP staff prepare a marketing program where staff and youth present the program to the public. Recommendations and Response to Grand Jury Report 9741. RECOMMENDATION NQ. I: The Director of the ILSP make a presentation of the program and its achievements annually to the Contra Costa County Board of Supervisors. RESPONSE: We continue to comply with this recommendation. On February 2, 1999, ILSP went before the Board to present its annual report. RECON MENDATION NO. 2: The Board make a public commitment to support this program and the youths who participate. RESPQNSE; The Board continues to support the Independent Living Skills Programa RECQMMENDATION NOa 3: The Board of Supervisors assist this program in every way possible in order to sustain its outstanding success. This includes providing funding to augment current federal finding and commitment to replace the full federal funding in the event it becomes unavailable. RESPONSE: The Independent Living Skills Program received additional fiarding for fiscal year 98/99 from both the Federal government and State in order to increase program services to youth in Contra. Costa County. The amount($794,431) is sufficient to provide additional services and increase staffing in order to meet the needs of our youth. RECOMMENDAIJON NO. 4; The ILSP staff develop a strategic plan addressing alternative funding sources in the event federal funding is cut or eliminated. RESPONSE: The ILSP staff is currently in the process of establishing a non-profit organization(Independent Living Skills,mer Care Services, Inc.)To better meet the reeds of youth emancipating from Contra Costa County. RECOMME ATI( -i l_Q. 5. The ILSP staff develop specific guidelines and an implementation plan for a volunteer mentor program. RESPONSE: ILSP is continuing to work with'volunteer Centers of Contra Costa County in screening possible mentors for our program. We currently have 2 mentors assigned through Volunteers. We also continue to pursue potential ILSP graduate students to provide mentoring services for current ILSP youth. We have established one can one mentoring and job skills opportunities on site, for youth to come in and take advantage of these services. The ILSP staff accelerate its efforts for transitional housing by looking at other possible resources such as the Department of Housing and Urban Development and local housing authorities. RESEQNSEa Our Transitional Housing Program is in its third year, we currently have S youth in the program. e plan to expand to 16 in the coming year(99/2000). Also, with the creation of the non-profit orga$-imtion we hope to address pressing issues such as first and last month rent and deposits, that our youth will face upon enweipation. RECD '�l�`DATIO NO,7s The ILSP staff seek creative ways to provide temporary transitional housing for those youth who are emancipated and have nowhere to go. RESP- ,NEE.- Referring +IS ;Referring back to ##6. We hope that the establishment of the nonprofit will assist us in placing our youth in affordable apartments upon emancipation. The ILSP staff work with all major employers in the county to provide internships and on the job training for youth in the program.. RESPONSE: Contact is being made with the various Chamber of Commerce offices, Employment/Staffing Agencies, and College Campus Employment Service Offices, and other Public Agencies throughout Contra Costa County to inform them of what ILSP goals and purposes are. The job developer constantly networks and markets the ILSP program and invites local employers to participate in the employment of ILSP youth. In addition, major employers are invited to make presentations to ILSP youth for the purpose of employment within their agency. The following agencies have been approached with regard to on-the-job training and unsubsidized job opportunities for Independent Living Skills Program participants: Bank of America, Costco Wholesale, New Concept, Inc., United Parcel Service, Bank of the West, Burlington Coat Factory, < uckenheimer.Enterprises, Inc., Sears, Roebuck and Co., Brenden'Theatres, Car-lene Research, Inc., Longs Drugs Store, System One Services, Red Lobster, Macy's, Mervyns, Concord Pavillion, ConAm Inspection. In addition, follow up calls are made to prior employers of program participants for possible new job opportunities and to maintain the established relationship. RLCOMMENDATIO-NO. 9: The ILSP staff hire an educational specialist to handle the education component of the program. Ru ()N E: ILSP has had an education specialist since September of 1996. Fiscal year 98-99 we hired a full time education specialist. We now have 1.5 positions to accelerate our efforts in providing the following services; College tours, senior nights, financial aid workshops and ILSP college scholarship assistance. Our education specialists also ensure that youth are on track to graduate. RECOMNIENDA'TI N NO, Ifl: The ILSP staff prepare a marketing program where staff and youth present the program to the public. RE,SPO:�I511° ILSP continues to be successful marketing the program. The staff`and youth continue to be invited to several local events such as Social Worker trainings, Foster Parent Association Conferences, and Foster Parent trainings in order to share information about the program. We also continue to speak with other business, groups and organizations throughout the community. .............................................................. . ............................................................................................................................................................................................................... ....... .......... . ....... ......... ......... ......... ......... ......._ ............. ......._.. ........ ......... ......... ......... ......... ......... Report 9704 The Costly Contra Costa Club Cf}I'VIMENDA TIMS The 1996-97 Contra Costa Grand Jury recommends that. A. the Board of Supervisors close the Club and the facilities be scab-let or used for other County purposes as soon as passible. B. the Human Resources Department immediately initiate an evaluation to determine what alternatives uses can be made of the Club premises and identify parties interested in sub-leasing or taping over the space. C. the Board of Supervisors initiate a review of the County's leasing process to insure that. 1. the County gets fair and econon-deally reasonable lease conditions on all leases negotiated with outside parties. 2. the parties using the space to be required to review the lease and the use of the space ori a biannual basis. 3. a complete review of the lease and the need for the space always be done, by the management of the casing organization, Before any lease is renewed, extended or amended. 4. any arnaendment(s) to a lease be reviewed and agreed to by an appropriate level of management of the user gaup. 5. a reasonable right to terminate clause be included in each lease. RESPONSES TO THE 1935-99 GRANDYURY E.eport oto. 9104 dais report included several recommendations. The ward.of Supervisors accepted Recommendations B, C.1, C.2, Cad, C.4 and C.5 in whole or as modified. The ward did not accept Recommendation A. In response to Recommendation B, the Board directed the County Administrator: t)to attempt to identify parties interested in sub-leasing the facility for a health club; and 2) prepare an analysis at least 12 months before the current lease expires and a recommendation to the Board as to renewing the lease. With regard to the first direction, after inviting inquiries, the Lease lManagement Division of the General Services Department was unable to find a sub-lessee to take over operation of the health club. With regard to the second direction, the current lease expires in February 2000. An analysis and recommendation to the Board are due in February 1999. Recommendations C.1, C,2, C.3, CA and C.5 were adopted as modified in conformance with existing county policies. In the Auditor-Controller Comprehensive Annual Financial Report. (Fiscal year ended June 30, 1990, the Auditor-Controller stated: "'The Employee.Fitness Center Enterprise Fund had a retained deficit of$364,()00." ............ ..................................................................................................................... ......... ......... ......... ......... ......... ........................ ............. ....................... ......... ......... ......... ......... ......... ......... ......... .......... _ _ .............. ........ ................. Report No. 9710 Community Services Still A Troubled Department RE!QOMMENDATIQXIS The 1996-97 Contra Costa County Grand Jury recommends that: 1. the Board of Supervisors direct the acting Director of the Community Services Department to identify and address problems within the Department with a specific time line for corrective action. 2. the acting Director of the Community Services Department implement an oversight system for all financial decisions. 3. the acting Director of the Community Services Department require all employees to meet written performance standards, including those for preparation of timely, accurate reports, properly supported by documentation. 4. the acting Director of the Community.Services Department develop written guidelines for ongoing review and evaluation of the Community action Plan to ensure that updated information is submitted to the State. 5. the acting Director of the Community Services Department utilize a rigorous employee evaluation process to identify employees with marginal or unsatisfactory performance and take appropriate action. 6 the Board of Supervisors select a permanent director who has demonstrated strong business management skiffs. RESPONTITSES TO THE 199899 GRAND JURY(made by Tony Colon) RE -DAMN N!Q. 1; COMMN The Board of Supervisors direct the Acting Director of the Community Services Department to identify and address problems within the Department with a specific time line for corrective action. CSD _Update The remainder of issues facing the county when Grand Jury Report Number 9710 was issued in June of 1997 have since been addressed and resolved. As you are probably aware, the Board of Supervisors appointed me as the Director of the Community Services Department on November 4, 1997. Since then, the Department has seen significant progress on a number of critical fronts. 4 Examples include: 4 The Department earned and reported a positive Fund Balance for FY 1997-98 of approximately$270,000. + Head Start services to children and families have expari ed significantly to Include such options as full year, full day, and the Early Start program., which provides assistance to families with infants and toddlers, ♦ Since July of 1997, the Department's budget has increased approximately 35% from $13.5 Million to $20.7 Million, a net increase of$7.2 Million. i The Department received in 1998 positive monitoring reviews and reports for the Community Action, Head Start and Housing&Energy Divisions. The Department's collaboration with the Building Inspection Division for the Department's Weatherization programs continues to provide high quality services to low income residents at no cost to the County General Fund. After a nation-wide search, the Department hired Ms. Pat Stroh to oversee the operations of the County's Mead Start Division. The Department's final responses to the Department of Community Services and Development's (DCSD)fiscal audit have been submitted. A final report from DSCD is expected in January, 1999. Disallowed costs resulting from this audit for calendar years 1994 through 1996 are expected to total approximately$400,000. RECOMMENDATION NOv 2: The Acting Director of the Community Services Department implement an oversight for all financial decisions. CSD Update An oversight system for all financial decisions is in the final stages of implementation. A task analysis was completed for all existing accounting positions in August of 1997. New accounting classifications based on the proposed position model were adopted by the Board of Supervisors in October of 1997. The Department's former Accounting Supervisor requested a voluntary demotion in November of 1997. The position was filled in January of 1998 via a competitive process by Mr. Carl Mason, who was formerly with the Auditor-Controller's Office of Solano County. In early 1998, the Fiscal Division, which had been de-centralized by the former Director, was once again brought together as a single group under the supervision of Mr. Mason, who, at the direction of the County Administrator, reports directly to me. The Department has engaged in a vigorous process of updating all major internal accounting policies and procedures, including payroll, property management, time keeping, financial ........ .............._........ ................................................................................................................................................ ...... ......... ......... ......... ......... ......... ......... .......... ........... ....._._.... _ __ __ monitoring, accounts payable and purchasing. Both senior management and Fiscal staff either have been or will be trained on the use of these new systems, procedures and protocols. Finally, the Fiscal Division is also in the final stages of completing its first indirect cost plan for the Department. RECOMMENDA.T ON NO. 3: The Acting Director of the Community Services Department require all employees to meet written performance standards, including these for preparation of timely, accurate reports, properly supported by documentation. CSD Update All employees continue to be evaluated annually in accordance with written standards consistent with their job classifications. The Department continues to focus attention and resources on the preparation and submittal of timely, accurate reports to our funding sources. As a procedural matter, all Departmental reports are prepared and completed using source documentation. As a result, previous problems with reports that were either submitted late or were found to be inaccurate have been resolved. CONMENDA110N NQ. 4; The Acting Director of the Community Services Department develop written,guidelines for ongoing review and evaluation of the Community Action Ilan to endure that updated information is submitted to the State. CSD JJpdate The 1999 Community Action Plan was submitted by the June 34, 1998 due date. In fact,the Department was commended by the Department of Community Services&Development for the exceptional quality of our 1999 Mara. As mentioned previously, programmatic and fiscal reports continue to be routinely sent to the State on time in accordance with Contract mandated dve dates. RECOMMINDAT`IDN Nt-.Jai The Acting Director of the Community Department utilize a rigorous evaluation process to identify employees with marginal or unsatisfactory performance and take appropriate action. CSS Update All employees continue to be evaluated wally in accordance with written standards consistent with their job classifications. Appropriate action continues to be taken with employees with marginal or unsatisfactory performance. RECOMMVNDATIQ�LNO. 6: The Board of Supervisors select a permanent director who has demonstrated strong business management skills. CSD-Update As mentioned previously, the Board of Supervisors appointed me on November 4, 1997 as the new Director of the Department. ........................................... .............................................................................................. .............................................................................................................. ............................................................................................................................ Report 9712 Important Issues for the Contra Costa County Board of Supervisors Summary of Recommendations: The 1996-97 Contra Costa County Grand Jury recommends that.the Contra Costa County Board of Supervisors: I. Work for greater accountability at all levels. 2. Work to regain management rights previously surrendered or abdicated. 3. Remember that all government money is taxpayer money. 4. Strive to instill the concept of a unified entity in County employees. 5. Review the inter-departmental "fee for service" budgeting policy. 6. Focus on a Supervisor's basis responsibility. RESPONSES TO THE 1998-99 GRAND TURY Rgepgrt No. 9 '12 This report included six recommendations, The Board accepted all recommendations. RECOMMENDATION NQ. I., Greater accountability. The Board has amended its procedures for reviewing Department Head performance. REO OMMENDATION N .. 2: Regain management rights. The Board maintains the county's management rights consistently with its fiscal responsibilities and its legal obligations to other interested persons and entities. co AMQN-NO, 3; Taxpayer money. The Board is cognizant that government money is taxpayer money. RECOMMENDATION NO 4- . Unified entity. The Board maintains the County's statement of values, a copy of which is attached. RECOMMENDATION NO. 5: Interdepartmental fee for service. Interdepartmental fees are reviewers yearly in conjunction with the department budgets to insure that the costs for mandated programs are fairly shared. RECOMMENDATION NO. 6: Supervisor responsibility. In 1997 and 1998 the Board supported the operations of the County Charter Commission which explicitly reviewed the operations of county government. This report was sent to the Board of Supervisors. .__........................................................................._...... .....__ ........ ......... ......... ......... ......... ......... ........ ._...... ......... ....................... ......... ......... ......... ......... ........ ........ ......_. ........ ....... ... __ CONTRA COSTA COUNTY i Statement of Values 1 f Contra Costa County operates with a set of fundamental beliefs that encompass a community of individuals striving for excellence In County government. Each of ns has the responsibility to express these values through our own work. f TO understand that the County exists to serve the public. TO provide quality services in the most responsive and cost E effective mariner. To work and to fulfill our responsibilities with integrity, TO recognize that our employees are our most valuable asset and to treat them with dignity and respect. O participate in training and career development opportunities to enable every employee to become an excellent performer. i . TO t create an environment that: removes obstacles to accomplishing quality work, promotes the safety and welfare of employees; � maximizes productivity-, stimulates M* itiative, and a . fosters creativity. 4 =` To prepare and plan for change.