The URL can be used to link to this page

Home My WebLink AboutMINUTES - 04242001 - SD.6 DATE April 24, 2001 ITEMf SD.6 CONSIDERED WITH LISTED IN ERROR DELETED xxxx CONTRA TO: BOARD OF SUPERVISORS -- `_ - COSTA FROM: FINANCE COMMITTEE ;'s COUNTY Federal Glover, Chair Donna Gerber, Member �ous4z .J DATE: April 24, 2001 SUBJECT: Department Performance Reports SPECIFIC REQUEST(S)OR RECOMMENDATIONS)&BACKGROUND AND JUSTIFICATION Recommendation: ACCEPT the report from the Finance Committee on the Department Performance Report Background: On April 2, 2001, the Finance Committee reviewed a report from the County Administrator about the direction of departmental performance reporting this year. The Department Performance Report will be presented to the Board of Supervisors in July, during Budget Hearings. The report is attached. The County Administrator staff presented the report and solicited suggestions on improving the report. After discussion, the Finance Committee formulated the following recommendations and comments: 1. Staff needs to be aware of bias to quantification which may not be the true intent or practical experience of the department CONTINUED ON ATTACHMENT: X _YES SIGNATURE: ..P_e� ECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE AP VE OTHER SIGNATURE(Sk ACTION OF BOARD ON APPROVED AS REC ENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT 1 D CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ERED ON MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPER ISORS ON THE DATE SHOWN. Contact: cc:Val Alexeeff,CAO ATTESTED John Sweeten,CLERK OFTHEBOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR BY DEPUTY 2. For some overworked departments, just managing to stay on top of workload is a positive outcome 3. Staff needs to take into consideration what's meaningful from the department's perspective and to measure what is important 4. In the report, add a departmental bibliography for performance reports prepared by departments and submitted to other agencies 5. At the Budget Hearing, staff should provide a worksheet that identifies indicators and helps note taking for information that would be advantageous for Board members 'ice � - .,• Contra Costa April 2, 2001 - County ,Ta• ovK't'�. TO: Finance Committee FROM: Val Alexee f f, Director SUBJECT: Performance Reports The purpose of this memo is to bring the Finance Committee up-to-date on the direction of performance reporting this year and solicit any suggestions the Finance Committee may have. I've provided a summary evolution of the report, the current status of indicators, and some background on indicators, including this year's emphasis on outcomes. The performance indicator program is in its third year. YEAR 1 6 999) I. Establish common format for all departments, gain participation of all departments. 2. Departments present performance information in either accomplishment (one time) or indicator format. 3. Departments that do not have data available for indicators, propose indicators for the following year. 4. All departments to consider expanding data collection for future indicators. YEAR 2 (2000) I. Departments provide indicators previously proposed. 2. Departments that initiated indicators in the previous year, extend them to present a trend line. c: J. Sweeten VA:dg E:\WPdocs\Pert Rpt 200i\finance committeempd m A"° Contra Costa County POLICY AND INNOVATION INSTITUTE :5m 651 Pine Street, Sixth Floor, Martinez, California 94553 Telephone: (925) 335-1o6o * Fax: (925) 335-1078lot 3. Departments seek to identify similar agencies with similar programs for potential indicator comparison, recognizing that agencies may select different activities, may have different methods for cost accounting,and may have varying levels of tax subsidy for services. 4. Indicators should begin to consider a quantity/quality balance. A high quantity of road patch, for instance, is less impressive if the average length of retention is a week. YEAR 3 (2001) I. Review indicators selected for relevance. 2. Develop strategies to improve indicators. One approach is to concentrate more on outcomes, responding to the question, "What difference did the investment make in your department or programs to your customers?" 3. Participate in comparative indicator programs. Appendix A includes indicator concepts. STATUS OF DEPARTMENTAL INDICATORS 1N THE 200o REPORT I. Departments that have set up comparisons with other jurisdictions: Agriculture (compares to state), District Attorney (compares to state and other counties), Clerk-Recorder (compares to state), General Services (compares to other counties and private enterprise),Public Defender(compares to other counties),Library (compares to other Bay Area library districts), Public Works (compares to U.S. and Canada standards), Treasurer-Tax Collector (compares to other counties and state median), and Sheriff(compares to cities in Contra Costa County). 2. Departments that have established trend lines: Agriculture, Animal Services, Auditor-Controller, Building Inspection, Cooperative Extension, County Counsel, Public Works, Treasurer-Tax Collector, District Attorney, Public Defender, Sheriff, Community Services, Employment and Human Services, Health, Veterans Services. 2 3. Departments that have established performance goals: Assessor, Auditor-Controller, Building Inspection, County Counsel, Information Technology, Public Works, Fire District, Probation, Housing Authority (compares to national HUD goals). 4. Departments that have identified outcomes: Employment and Human Services, Veterans Services, Animal Services, Assessor, Auditor-Controller, County Counsel, Information Technology. 3 APPENDIX A PERFORMANCE REPORT INDICATOR TYPES INDICATOR RELATIONSHIP Every operation can be evaluated on the basis of some indicator. The indicators will vary with the type of service. Some are more easily quantified than others. BASIC MODEL Demand -4 Input resources applied 4 Output -4 Outcome (or need) (value added) (department response) (customer benefit) TYPES OF INDICATORS Demand indicators workload created by customer demand for service (somewhat out of department control). • Customer calls for service • Miles of road • Target population effect INPUT INDICATORS Resources provided in a program or operation. • Full-time personnel • Employee hours worked • Operation expenses • Capital expenses • Volunteer hours VA:dg E:\WPdocs\Perf Rpt zoos\finance com app A.wpd (3/29/o-) Page i OUTPUT INDICATORS Focus is on program or service level of activity. • Number of permits issued • Number of fire alarms answered • Number of cases reviewed • Number of meetings conducted EFFECTIVENESS INDICATORS Quality aspects of service, such as service responsiveness/timeliness, accuracy/error rate, regulatory compliance, customer satisfaction. • Average time for code complaint resolution • Customer satisfaction ratings • Call-backs for repair OUTCOME INDICATORS What difference did the receipt and expenditure of funds make? • Land rezoned, occupied and integrated into the existing neighborhood • Zero escapes in 2000 • The number of full-day, full-year child care/development • Hours increased from 3.9 million in FY98/99 to 5.1 million in FY99/00 or 31% PROBLEMS 1. No agreement on indicators, objectives, definitions, format, order of importance, value, purpose, relevance, congruence with mission. 2. Last minute crisis response to creating a report product, rather than developing internal agreement and using process to VA:dg E:\WPdocs\PerF Rpt 200 i\f inance com app A.wpd t3/29/01) Page 2 3. Possible lack of relevance of indicators to staff performance, public need or as reflection of where the bulk of hours spent can be found. 4. Work of some staff receives more attention and consequently, more value than work of other staff. PERFORMANCE MEASUREMENT VARIABLES 4> Direct labor, contract labor 4> Skill level of employee 4> Quality of equipment 4> Means of communication 4> Capital facilities 4> Growth or shrinkage in service demand '> Characteristics of clientele served >> Crew or team size >> Usual costs or overhead 4> Procedural requirements =4> Program drivers These provide context for indicators, but should not be treated as blanket excuses. VA:dg E:\WPdocs\Perf Rpt 200i\finance com appA.wpd (3/29/60 Page 3