In its fifth year of publication, the County Performance Report provides insight into departmental responsibilities, accomplishments, challenges and measures of performance.  Both qualitative and quantitative measures of performance provide accountability, acknowledge operational improvement, evaluate programs, monitor contracts, and report the allocation of resources.

 For policy makers, the Performance Report can help focus attention on success indicators.  This enables them to raise issues related to efficient and effective use of resources and to identify appropriate changes.  For others, the Performance Report is useful for understanding both County operations and the efforts of departments to balance output, quality control, and community outcomes.  The report can also provide insight into the dynamic circumstances and external influences pressuring departments while they conduct their business.

 The County Performance Report is presented to the Board of Supervisors in conjunction with the Recommended Budget.  It is a collaborative effort between the departments and the County Administrator’s Office, which provides assistance to the Departments and produces the Report.

 This Overview includes:

· Report Format Detail
· Highlights of Each Department
· Government Performance Project Overview

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REPORT FORMAT

Over the past five years, the Contra Costa County Performance Report has evolved and grown.  Departments have included more information about their operations, including program descriptions, accomplishments, challenges, and performance indicators.  Departments have also become more specific in their evaluations of their operations.  In the current report, each department addresses the following five topics:

I.      Department Mission, Mandate or Goal

This statement of purpose provides the lens through which the department’s actions should be viewed.  In most cases, departmental purpose is established and altered by legislative action on federal, state or local levels.  Departmental purpose also evolves over time in response to changes in demographics, social needs, economic demands, and constituent preferences. 

II.     Major Program Descriptions

Descriptions are presented by departmental divisions.  Divisions may be based on program activity, functional responsibility, or statutory requirement.  Each division description includes budget and number of employees.

III.    Accomplishments

Departments accomplish more than is identified or listed in this report.  This section does not include routine activities, initiation of activities, or activities underway but not complete.

IV.    Challenges

Challenges may address any of three categories:  Internal to Department, Internal to County, and External to County.  Many challenges faced by departments are unique to that profession or activity; however, challenges may also fall into common themes.

V.     Performance Indicators

Performance indicators offer a snapshot view of a department’s activity.  Since no department or division within a department performs a single task or single objective, the indicators are selective.  The benefit of performance indicators is that they initiate the discussion about how the department is operating and document patterns of performance.  Some departments include indicators that reflect service impacts, or results, or outcomes.

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AGRICULTURE

Agriculture has successfully intercepted 358 shipments containing pests such as the glassy-winged sharpshooter and has detected other invasive plants and diseases preventing a devastating impact on the County. Department challenges include overcoming staff reductions while still responding to urgent situations such as Sudden Oak Death and other threats to agricultural viability.  The department’s indicators include interception of pests, inspections, acreage treated for pests and invasive plants (e.g. Star Thistle), and worker safety training sessions.

ANIMAL SERVICES

Animal Services has been successful in continuing to increase adoptions using computer tracking and web pictures, and maintaining a high level of volunteer hours.  The department’s challenges include completing the move into more efficient facilities, and to provide State mandated veterinary care.  The department’s indicators include animals quarantined for rabies, animal licenses issued, animals adopted, animals euthanized, service calls dispatched, and time from dispatch to service completion.

ASSESSOR

The Assessor has increased efficiency with online appraisal and mapping. Industry agreements settled outstanding appeals, and the goals were exceeded for the PTA (Property Tax Administration) Loan program.  The County’s tax base increased by conducting non-mandatory audits that added $18.9 million in valuation; the Assessment role exceeded $100 billion for the first time. Department challenges include redesigning its business process workflow to take full advantage of the benefits of technology.  The department’s performance indicators include the number of construction reassessments, the number of property re-inventories, assessment appeals, non-mandatory audits performed, assessment roll completion date, homeowner exemptions processed, and value of the County’s assessment roll.

AUDITOR-CONTROLLER

The Auditor-Controller has successfully completed the first GASB 34 reporting year and installed a Fixed Asset System to accurately record the County infrastructure.  Department challenges include upgrading the HR/Payroll system to PeopleSoft 8.0 on a new Oracle database as well as upgrading other County systems while maintaining accuracy, privacy and security.  The department’s performance indicators include number of accurate checks and warrants issued, timely distribution of paper and electronic reports, on-time release of EHS checks and food stamps, evaluation of the internal audit function, timely preparation of the Comprehensive Annual Financial Report, and client satisfaction.

BUILDING INSPECTION

Building Inspection has expanded its revenue base, increasing contracting from five to eleven city jurisdictions; standardization of code interpretation and lower fees are additional advantages.  The Land Information Systems Division completed several upgrades and the BI website was improved.  The Department challenges include disaster preparedness, streamlining the permit issuance process, and helping residents comply with the standards in the new Community Preservation program. The department’s indicators include productivity indicators for permits and inspections, timeliness of code enforcement and total valuation.

CLERK-RECORDER

The Clerk-Recorder successfully conducted the Gubernatorial election with two run-offs.  This difficult and complex election had reapportionment changes, several hundred ballot types, including two languages, and conversion from mainframe to PC platforms.  The Recorder is implementing digital imaging and e-commerce with an online purchase program.  Fee revenue reached an all-time high with the online services.  The Department challenges include building a GIS- based election mapping system, adjusting to new absentee voter legislation and overcoming facility limitations.  The department’s indicators include percentage of absentee voting, purging registration rolls, election cost per registered voter, Internet Website hits, documents recorded per examiner, documents ordered or downloaded via Internet, and annual recording volume.

COMMUNITY DEVELOPMENT

Community Development achieved a 99% completion rate for plans even with the 21% increase in applications; monitored major projects including over 8,000 housing units; coordinated the Alcohol beverage ordinance implementation; and leveraged over $31 million in redevelopment projects.  The County will receive over $4 million in sales tax revenue because CD demonstrated compliance with the Measure C Growth Management Program.  The County was recognized for waste diversion, collaborating with GSD and cities in recycling.  A total of $7.1 million in various Federal funds were obtained for dredging and ship channel improvements.  CD upgraded the GIS mapping and digitized data layers in collaboration with DoIT and the Assessor.  The Department challenges include changing the Agricultural Zoning District, integrating department databases with GIS and initiating a Master Planning Process.  The department’s indicators include application completion and processing rates, appeal rates, hours of overtime, time to fill vacant positions, financial support obtained for waterway projects, number of affordable units developed, percent of waste diverted from landfills, and amount of waste reduction and recycling.

COOPERATIVE EXTENSION

Cooperative Extension has been successful in providing a factual and scientific source of information for community problem-solving. The department provides a wide-range of public outreach programs including reducing pesticide risk and promoting safety (in English and Spanish), crop surveys and infestation sampling, youth programs, master gardener program, nutrition instruction, and teacher training.  Department challenges include a lack of resources to maintain a core level of staff and minimal equipment requiring large numbers of volunteers. The department’s indicators include program participation, reduction in use of pesticides, effectiveness of teacher training and nutrition programs, and waste diversion.

COUNTY ADMINISTRATOR

The County Administrator has successfully sustained high ratings from Standard and Poor’s and Moody’s Investors Services, initiated and completed construction of a variety of public facilities, and developed the first Federal Legislative platform including hiring a lobbyist.  Department challenges include implementing reductions caused by declines in State and Federal revenues and the economic slowdown, and developing strategies for unmet facility needs.  Several multi-department groups received assistance to develop compatible policies and work toward mutual solutions.  The department’s performance indicators for administration include bond ratings, return on investment in GRIP, number of volunteers Countywide, and staff interventions.  The C.A.O. section also includes the following divisions: Fiscal and Budget, Affirmative Action, Capital Facilities and Debt Management, CCTV/ Public Outreach, Clerk of the Board, Office of Revenue Collections, Risk Management, and the Training Institute.

COUNTY COUNSEL

County Counsel has successfully defended the County from major lawsuits and resolved urban limit line appeals; energy litigation was settled with agreements and support of alternative energy projects.  The creation of the East Contra Costa Fire Protection District required substantial legal assistance.  Department challenges include recruitment and training of top quality staff with limited resources; responding to the PERB (Public Employment Relations Board) and changes in the role of County Human Resources; and increased demand for assistance with HIPAA privacy standards.  The department’s performance indicators include litigation cases opened by type, juvenile contests, briefs and appeals, civil litigation outcomes, and advisory performance measures.

GENERAL SERVICES

General Services has been successful in initiating cost-saving projects, obtaining energy conservation grants, improving security and backup systems in County facilities, completing 23 projects totaling $15.4 million, and saving $1 million through purchasing contracts.  Department challenges include maintaining the workload with fewer staff, maximizing billable hours to deal with budget cuts, improving communication with customer departments, and managing with higher operating costs, especially energy costs.  The department’s indicators include use of sick leave, network uptime, work requests, building maintenance projects completed at or under estimated costs, charge-out rates, comparison of maintenance responsibilities with other jurisdictions, time spent on preventive maintenance, mail and images processed, timeliness of completing vehicle maintenance, leases and space managed, and waste diverted/ recycled.

HUMAN RESOURCES

Human Resources successfully reduced the time of recruitment, supported the consolidation and restructuring of the Fire Districts, initiated a tactical employment team to deal with layoffs, completed 25 mass updates to the PeopleSoft System, and resolved grievances without costly arbitration.  Department challenges include maintaining services with fewer staff, recruitment to fill three executive HR positions, expanding automation for examination and application tracking, and converting 4,350 retirees, dependents and survivors into the PeopleSoft system.  The department’s performance measures include workload measures, time for producing eligibility lists, revising classification specifications, timely review of reclassifications, the number of examinations conducted, and the percentage of online applications received.

INFORMATION TECHNOLOGY

The Department of Information Technology extended customer service hours, streamlined the work request process, and upgraded the County Intranet and website, including Spam control.  Electronic security improved to allow fund transfers for several departments; justice processes and regional public safety communications also improved.  Department challenges include replacing legacy applications valued at $200 million, under conditions of decreasing mainframe computer revenues, and the loss of expertise due to retirements.  The department’s performance measures include system availability, production process accuracy, and customer service levels.

LIBRARY

The Library successfully extended Library hours by leveraging city funds and a $2 million donation.  Library circulation exceeded four million for the first time, and reading programs for youth were expanded as well.  The Library continues to expand electronic resources and accessibility, plan new libraries, raise financial support and sustain volunteer support.  Department challenges include sustaining financial resources for materials and planning new facilities.  The department’s performance indicators include items in the system, cardholders, items checked out, library visits, e-books and e-databases, circulation per staff, the value of grants, donations and city partnerships, and volunteer hours.

PUBLIC WORKS

Public Works successfully implemented all Department of Transportation and FAA security measures at the Airports, established the Joint Billing System (JBS), generated $12 million for Clean Water projects through the Stormwater Utility Fee Assessment computer program, completed millions of dollars of public improvements, and invested many hours in community planning and problem solving.  Department challenges include training staff on new regulations and revised business practices in the areas of water quality, pest management, and development requirements.  Demands for bicycle and pedestrian road accommodations have increased at the same time as the State transportation fiscal crisis, limiting resources to respond.  Public Works continues to respond to County development, traffic and changes in environmental regulations.  The department performance indicators include aspects of development review and permitting, construction costs, inspections of public facilities, vehicle, bicycle and pedestrian accidents, pavement condition, timeliness of service response, and curb miles swept.

TREASURER-TAX COLLECTOR

The Treasurer-Tax Collector successfully transferred banking information to the Internet for all departments; banking debit and credit transactions are estimated at $22.6 million this year.  The Tax Collector installed a state-of-the-art collection and LAN document scanning systems.  Productivity comparisons show Contra Costa at the top in dollars collected per employee.  Department challenges include increasing service demands that require automation and even voice response, developing integrated relational databases with other departments, and expanding the telephone system. The department’s performance indicators include the number of banking transactions, deposits, investments, dollars collected, and accounts per employee and unsecured delinquency rates.

HEALTH AND HUMAN RESOURCES DEPARTMENTS – HIGHLIGHTS

COMMUNITY SERVICES

Community Services has received recognition with awards for program innovations, increased grant funding, and developed extensive collaboration with other departments and community agencies.  Its challenges have been to maintain adequate space, preserve computer security, and address the lack of dental providers for low-income children due to low government reimbursement.  The department indicators include education program participation, units weatherized, the number of standard/code compliant classrooms, books to children, number of multilingual teachers, percentage of family partnership agreements, and medical and dental check ups.

EMPLOYMENT AND HUMAN SERVICES

Employment and Human Services successfully maintained the work participation rate of Welfare-to-Work participants, provided Learning Disabilities screening, achieved a 91% outreach cooperation level for Welfare-to-Work and implemented the KEYS Auto Loan Program to provide access to reliable low-cost vehicles. EHSD Housing continues to provide short-term grants to help families with shelter, especially those impacted by domestic violence.  The department participates in many community collaborations, forming an essential link to services such as after-school programs, truancy reduction, medical care, and employment support.  The Workforce Development Board provides rapid response for dislocated workers and leadership for the community addressing economic improvement; the One-Stop system provides services at four sites, with enrollments up 18% over last year.  The Children and Family Services division was successful at family maintenance reunification, foster care, and in its response to domestic violence.  Family Preservation stabilized 88% of the 100 family cases involving severe abuse and neglect.  The Aging and Adult Services Bureau has expanded in-home supportive services.  EHSD Child Welfare workers each received an average of 26 hours of training in six months; Staff Development provided nearly 6,000 hours of training in 2002.  The department’s challenges include uncertain funding, CalWORKS’ adults reaching their 60-month time limit, transportation and housing for low-income persons, integration of department and community resources, matching employees and prospective employees, reducing abuse of children and elderly persons, and data maintenance.  Department indicators include job placements, earnings exits from the system, work participation, school attendance, one-stop center performance, families united, adopted children placed, referrals, receipt of protective services, emergency response calls, adult investigations, referrals, hours of paid IHSS care, number of senior meals, and amount of client services.

HEALTH SERVICES

Health Services is a large department with seven divisions and several free-standing programs.  The Hospital and Health Centers division has successfully trained family physicians, developed many preventive medicine protocols, and improved in all patient satisfaction survey areas.  The new Martinez Health Center opened for services; all specialty clinics relocated into Building 1.  Health Center facilities were renovated at several other locations.  A new automatic scheduling system was implemented, improving reporting.  Emergency Medical oversaw the Countywide system of response to 65,500 calls for emergency medical assistance.  Mental Health: Child and Adolescent Services achieved a 93% stabilization rate without hospitalization and extended services to the homeless mentally ill.  Care Management Services completed HIPAA gap analysis and first level training for MHD.  Language-specific clinics provided 7,000 patients with visits supported by translators.  Community Wellness and Prevention received $450,000 in a three-year grant to develop an asthma coalition in West County; they will recommend policy changes relating to asthma triggers.  Family, Maternal, and Child Health provided prenatal care to 89% of pregnant Contra Costa women within the first trimester.  The Public Health Lab received Federal and State funds to respond to bioterrorism agents.  The Contra Costa Health Plan has expanded urgent care sites, added new members, and provided new services.  The department’s challenges included adjusting to the diversity of the changing population, preparing for bioterrorism, and streamlining the staffing process.  The department’s indicators for the CC Regional Medical Center include its census, length of stay, and emergency activities by type.  The CC Health Centers track medical and mental health visits.  Public Health provides data on immunizations, disease incidence rates, wellness and prevention, program enrollment, children’s health exams, infant morality, prenatal care, vehicle injuries, public health clinic visits, drug treatment services, and customer satisfaction survey.  The CC Health Plan indicates enrollment, prenatal care, asthma surveys, and customer satisfaction surveys.  Environmental Health and Hazardous Materials programs monitor inspections and compliance in a timely manner.  Emergency Medical Services monitor response time and outcomes.

HOUSING AUTHORITY

The Housing Authority successfully developed a new Section 8 Housing Plan, rehabilitated nearly 30 housing units, and achieved a 100% lease rate for 6,700 households.  The fifty-year old Los Medanos Development was closed, relocating all 86 tenants; tax credit was obtained for the DeAnza Development of 180 units.  The Housing Authority established a Painter’s Apprenticeship Program, in cooperation with the Painter’s Union Local 376.  Department challenges include modifying the local program in response to changes in state and federal legislation and funding, converting the financial accounting system to GAAP and streamlining reporting requirements to HUD, and increasing enrollment in the Family Self Sufficiency Program from 260 to 325.  The department’s indicators are based on the national Public Housing Assessment System and the Section 8 Housing Choice Voucher Program that not only evaluate the programs, but enable the department to be compared to any Housing Authority in the country.

VETERANS SERVICES

Veterans Services increased new client assistance, obtaining $5.5 million in benefits; an estimated 16% of which flows back into County revenue.  Department challenges include participating in a national task force to address VA problems, including the Veterans Administration backlogs.  The department’s indicators consist of workload measures, success in attaining benefits, and in County cost avoidance.

LAW, JUSTICE AND SAFETY DEPARTMENTS – HIGHLIGHTS

CHILD SUPPORT SERVICES

The Department of Child Support Services successfully recruited to establish a pool of qualified candidates; establishing electronic deposits and credit card payments has improved customer services; multimedia and multi-language video productions reached CCTV and community groups.  The new Audit Book is another step to achieving a paper-free office.  Department challenges include integrating intake and establishment functions into a single case origination, static staffing and increasing demands, expanding video-conferencing and training, meeting QAPI state requirements with local operations and electronic filing, and the unemployment rate in the Bay Area.  The department’s performance indicators include workload data, percent of support orders, proof of paternity, percent of funds transferred electronically, lobby wait, and phone response time.

DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR

The District Attorney has been successful in prosecutions of domestic violence, elder abuse, major drug cases, murder, DUI, sexual assault, and environmental and consumer actions.  Eleven northern California counties formed the NCCCTF to investigate and prosecute computer crimes and identity theft.  The Richmond Office renovation is complete, improving services to West County.  Department challenges include keeping up with changing laws and technology such as the impact of DNA evidence and the Court’s decision to leave the LJIS mainframe system within two years.  Recruiting is increasingly difficult with salary levels lower than market rates.  The department’s indicators include number of trials, felony conviction rates, the DA staff ratio to judicial positions, DUI cases filed, the value of forfeited assets, bad check restitution, subpoenas issued, and children interviewed at the CIC.

FIRE PROTECTION DISTRICT

The Fire Protection District successfully updated the strategic plan and now uses it to set priorities.  New equipment was placed in service, several capital facilities projects are underway, and a CAD system will enhance dispatch capabilities.  District challenges include a strategy to address retirements, meeting the goal of having a Paramedic assigned to every engine company, training up to new emergency preparedness standards, and improving information management.  The District indicators include fire incidents, civilian injuries and deaths per 100,000 population, time between dispatch, departure and arrival, extent of fire spread, number of emergency incidents, operating expenditures per capita, and sworn personnel per 1,000 population.

PROBATION

Probation successfully established a Juvenile Drug Court in East County, reduced the number of minors in out-of-home placement, continued the Batterer’s Intervention Program, collected substantial restitution, and stepped up domestic violence prevention training.  Probation utilized technology to expedite court services and establish a virtual private network for DPO at remote locations.  Department challenges include succession planning for several years, recruiting qualified peace officers, the extensive training needed on the new case management system, and the reduction of State support for training.  The department’s performance indicators include number of reports prepared, number of adults and juveniles supervised, amount of restitution collected and distributed, improved school performance for at-risk youth, and number of placements by type facilities.

PUBLIC DEFENDER

The Public Defender successfully networked computers, renovated PD facilities and enhanced the use of the LJIS (Law and Justice Information System); consequently, response time is shorter and errors are reduced.  The PD worked in collaboration with EHSD to assist clients with establishing a “clean slate” for purposes of employment.  Department challenges include reduced staffing and increasing workload with a high rate of jury trials compared to other Counties.  Additional challenges accompany the increased work generated by therapeutic courts, and Proposition 36, which requires treatment as an alternative to incarceration for drug offenses.  The department’s performance indicators include caseload, percent of misdemeanor and felony trials, and positive case outcomes for clients.

SHERIFF

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In 2001-02, Contra Costa County participated in the national Government Performance Project, a cooperative effort between the Maxwell School at Syracuse University and Governing Magazine funded by the Pew Charitable Trusts which grades counties’ performance. This project follows similar efforts for states and cities. The program selected the forty largest counties by budget based on four regions: the West, the Midwest, the South, and the Northeast. Since the County itself was evaluated and compared to other jurisdictions, excerpts are included.

The evaluation consisted of five sections which included the work of several county departments. The sections consisted of Financial Management, Capital Management, Human Resources, Information Technology, and Managing for Results. Each category incorporated many elements that were evaluated based on surveys, requests for documents, and extensive follow up interviews.

Once the counties were selected, they were not allowed to decline, alter any aspect of the evaluation, or receive consideration for local conditions such as lack of resources. All counties were evaluated using the same criteria.

Extensive descriptive information is available for Contra Costa and other counties on their website at: www.governing.com. The following is a summary of the Maxwell School (MS) and Governing Magazine (GM) evaluation based on the five categories. Since Contra Costa’s average score of B- followed San Diego’s B+ and Orange’s B, their distinctions are included.

Maxwell School and Governing Magazine (MS/GM) felt counties were surprisingly strong in accounting and financial reporting. They used the GFOA Certificate of Excellence in financial reporting and budgeting presentation to provide the benchmark.

MS/GM also checked to see if financial data useful to departments was updated regularly. They felt counties were skilled at breaking down costs. However, they found counties lacked expertise in balancing speed v. control in procurements, in calculating cash flows, and in timing cash needs.

MS/GM acknowledged that problems caused by federal and state budget controls throughout the country makes fiscal management difficult for all counties studied.

MS/GM liked Orange County’s multi-year strategic financial plan. San Diego received high marks for cost accounting, focus on outcomes of good financial management, accurate estimates, five-year financial forecasts, high investment returns, award-winning procurement with Internet bid solicitation, and excellent debt management.

MS/GM identified the following Contra Costa County strengths:

· Attentive oversight

· Avoidance of operating deficits

· Surpluses used for one-time expenditures

· Responsive activity-based cost accounting

· Strong debt management

MS/GM suggested the following actions for the County:

· Formal, written policies for debt

· Strategy and movement on unfunded pension liability with more thoughtful

Retirement Board actions

· Some long-term forecasting (probably satisfied by software that spins out alternatives)

· Revision of budget documents to make them more user-friendly

· Streamlined procurement procedures

In this year’s report, MS/GM stressed maintenance including a system to assess the condition of facilities, to take actions to prevent deterioration, and to reduce backlog of scheduled maintenance. They commented that most counties don’t have good information on the condition of their facilities and maintenance was often the first to be cut during fiscal stress.

Most counties had capital facilities plans that extended five to six years with strong project management programs that ensured on-time and low-cost projects using public/private partnerships.

Problems common to many counties were vast numbers of participants in the capital facilities process, lack of coordination, and inadequate technology.

MS/GM appreciated San Diego’s strong capital planning, departmental planning for facilities, citizen input, private sector involvement, good project tracking, three-year cycle for facility assessment, adequate facility maintenance funding, and excellent maintenance. MS/GM appreciated Orange County’s preventative maintenance plan.

MS/GM identified the following Contra Costa County strengths:

1. Comprehensive road maintenance administration

2. Funding for preventative maintenance

MS/GM suggested the following actions for the County:

1. Systematic facility assessment

2. Extension of capital facilities program beyond two years

3. Programs to fund and manage maintenance

4. Comprehensive planning for future building maintenance costs

5. Improved access to information systems for facility management and project administration

MS/GM reflected on the inverse relationship between County recruitment and the economy, and focused on County innovations in recruiting and retaining employees in hard-to-compete categories.

MS/GM supported pay for performance found even in highly unionized areas. They indicated that some counties still retain rigid pay systems with thousands of classes and thousands of requests for reclassifications.

MS/GM acknowledged that underfunded and understaffed HR offices – "last on the food chain" – created a sense of perpetual crisis.

MS/GM liked Orange County’s merit system because it was more flexible than any other in California. They also lauded their HR strategic plan, a pilot program to speed up hiring, and an extensive pay for performance plan. Orange County was recognized for their "hot skill" category that can increase pay up to 50% of current salary.

MS/GM identified San Diego as a national leader in performance bonuses, moving toward broad banding five-year contracts with most employees, salary increases to employees who contribute to county goals, countywide employee surveys, and a balance between centralized and decentralized controls.

MS/GM identified the following Contra Costa County strengths:

1. Low turnover rate

2. Competitive pay, cognizant of market

3. On-line recruitment

4. Non-monetary rewards for performance

5. Efficient and legal employment termination

6. Few appeals or grievances

MS/GM suggested the following actions for the County:

1. Development of countywide workforce planning

2. Shorter hiring cycle time (see Orange and San Diego)

3. Increased monetary rewards for high performers

4. A more comprehensive training program (better coordination between

department needs and training curriculum)

5. Modification of the rule of 3, 5, 10

MS/GM found that coordination and cooperation between departments is a major challenge for IT because of the difficulty of aligning the foci, priorities, and capabilities of agencies. One issue important to MS/GM was monitoring of large projects. Project management should also ensure on time and within budget. The hardest aspect of information technology appears to be maintaining control of consultants.

Orange County received an A- due to a collaborative atmosphere, broad input into IT decisions, a powerful network, and the use of data warehouses to make financial management and HR accessible. Orange County has a goal to phase out 70% of paper based reports. They have established full on-line bidding for procurement, good outsourcing of functions, and excellent procurement standardization.

MS/GM felt that San Diego had successful outsourcing, reasonable strategic planning, best GIS, good tracking of new projects, and a solid post-implementation project review.

MS/GM identified the following Contra Costa County strengths:

1. Optimal use of existing resources

2. Maintaining a strong wide area network (WAN, LAN)

3. Charging departmental fees for services

4. Timely inter-departmental information sharing

5. Provide Web accessible services to citizens

6. Increase the number of website portals

MS/GM suggested the following actions for the County:

1. Improved access to information for reports

2. Speedier purchasing

3. Integrated GIS

4. Cost benefit evaluation of large projects

MS/GM indicated that lots of performance information is collected across the country, but much less of it is used for management purposes. Many departments have strategic plans, but there are fewer countywide strategic plans. Most counties use budget documents to communicate strategic goals to managers, employees, media and citizens. MS/GM recognized counties that invested in results management and achieved performance benefits.

Performance information in San Diego drove operational and budgetary decisions. There was widespread use of baseline data with good validation. San Diego disaggregated data to allow subunits to benchmark on one another. All outside contracts included performance standards that were compatible with the new countywide strategic plan. San Diego delivered formal training on strategic planning and performance measurement.

Orange County was thought to have superior long-term strategic planning with all 23 departments preparing Internet accessible business plans aligned with the countywide plan.

MS/GM identified the following Contra Costa County strengths:

1. Performance reports show consistent improvements in quality

2. Expanded strategic planning in departments

3. Continued use of citizen/stakeholder advisory groups

4. Increasing use of management audits

MS/GM suggested the following actions for the County:

1. Countywide strategic plan

2. Use of performance outcomes results to improve systems

3. More target setting and benchmarking in performance reports

4. Strategic planning and performance reporting evidenced in budget documents

5. Expanded use of performance measures for day-to-day decision making

The challenge to Contra Costa County, as for any jurisdictions, is to determine the extent to which its resources can be stretched to address the issues raised above.

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