Docstoc

012

Document Sample
012 Powered By Docstoc
					                                                                                         COUNTY EXECUTIVE OFFICE
                                                     Budget & Positions (FTEs)
                                                            Operating $                      2,951,501
                                                               Capital                             -
                                                             Positions                            23.6 FTEs                                                 SOURCE OF FUNDS
                                                                Michael F. Brown
                                                             County Executive Officer                                                                                                   Departmental
                                                                                                                                                                                         Revenues
                                                                                                                                                                                           26%
                                                                                                          Susan Paul
   Executive Management
                                                                                                  Assistant CEO/HR Director


                                                                                                        Executive Management
                           Budget & Research
                                                                                                          and Administration

                                                                                                                                                            General Fund
                                                                                                                                                            Contribution
                            Clerk of the Board                                                      Human Capital Solutions                                    74%




                           Legislative Advocacy                                                    Human Capital Strategies
                                                                                                                                                                     USE OF FUNDS
                                                                                                                                                                            Executive
                                                                                                                                                                           Management

                                                    STAFFING TREND                                                                                                            40%

                                                                                                                                                   Other Financing
                            30
Adopted Positions (FTEs)




                                                                                                                                                        Uses
                                                                                                                                                         0%
                            20    25.0       26.0                  25.0       25.0                             25.0
                                                        24.0                             24.0       23.0                  23.0       23.6                Legislative
                                                                                                                                                          Program
                            10                                                                                                                              5%


                             0                                                                                                                              Clerk of the
                                                                                                                                                               Board                    Budget &
                                  9


                                             0


                                                        1


                                                                   2


                                                                              3


                                                                                         4


                                                                                                    5


                                                                                                               6


                                                                                                                          7


                                                                                                                                     8
                               -9


                                          -0


                                                     -0


                                                                -0


                                                                           -0


                                                                                      -0


                                                                                                 -0


                                                                                                            -0


                                                                                                                       -0


                                                                                                                                  -0




                                                                                                                                                               16%                      Research
                             98


                                        99


                                                   00


                                                              01


                                                                         02


                                                                                    03


                                                                                               04


                                                                                                          05


                                                                                                                     06


                                                                                                                                07
                           19


                                      19


                                                 20


                                                            20


                                                                       20


                                                                                  20


                                                                                             20


                                                                                                        20


                                                                                                                   20


                                                                                                                              20




                                                                                                                                                                                          39%

                                                                                                                                            D-19
COUNTY EXECUTIVE OFFICE
Department Summary

                                            Actual          Adopted          Est. Actual   Recommended                                                         Actual           Adopted          Est. Actual    Recommended
                                           FY 05-06         FY 06-07          FY 06-07       FY 07-08                                                         FY 05-06          FY 06-07          FY 06-07        FY 07-08
Use of Funds Summary
                                                                                                                   Source of Funds Summary
Operating Expenditures                                                                                             Departmental Revenues
Executive Management                   $   1,258,587 $      1,353,802 $       1,423,551 $ 1,573,931
                                                                                                                   Federal & State Revenues              $       85,804 $               --           (10,350) $          --
Budget & Research                          1,246,753        1,359,974         1,324,215    1,555,182
                                                                                                                   Other Charges for Services                   632,227           562,682            582,684     1,014,297
EEO/Affirmative Action                          (276)               --                --           --
                                                                                                                   Miscellaneous Revenue                         12,757             1,000             12,357         1,000
Clerk of the Board                           494,051          563,373           506,905      621,215
                                                                                                                     Revenue Sub-Total                          730,788           563,682            584,691     1,015,297
Human Relations Commission                       276                --                --           --
                                                                                                                     Less: Intra-County Revenues               (617,796)         (558,668)          (558,670)   (1,014,405)
Legislative Program                          113,519          133,723           136,877      215,578
                                                                                                                     Revenue Total                              112,992             5,014             26,021           892
   Operating Sub-Total                     3,112,910        3,410,872         3,391,548    3,965,906
   Less: Intra-County Revenues              (617,796)        (558,668)         (558,670)  (1,014,405)              General Fund Contribution                   2,348,168         2,829,431         2,721,037         2,954,461
   Expenditure Total                       2,495,114        2,852,204         2,832,878    2,951,501
                                                                                                                   Other Financing Sources
Other Financing Uses                                                                                               Operating Transfers                            19,713            12,000                 --                --
Operating Transfers                                --               --            3,939            3,852           Use of Prior Fund Balances                     14,241             5,759            89,759                 --
  Department Total                     $   2,495,114    $   2,852,204    $    2,836,817    $   2,955,353             Division Total                      $     2,495,114   $     2,852,204   $     2,836,817    $    2,955,353




                                                                                                                                                               Actual            Adopted          Est. Actual   Recommended
                                                                                                                                                              FY 05-06          FY 06-07           FY 06-07       FY 07-08
Character of Expenditures
                                                                                                                                                             Pos.   FTE        Pos.   FTE        Pos.     FTE   Pos.    FTE
Operating Expenditures
Regular Salaries                           1,972,578        2,162,313         2,150,632        2,405,956           Position Summary
Overtime                                          70                --                --               --
Extra Help                                     9,376                --            7,965                --          Permanent
Benefits                                     533,326          621,353           593,369          748,447           Executive Management                       6.0    5.9        7.0    6.9        7.0     7.0        7.0    6.9
  Salaries & Benefits Sub-Total            2,515,350        2,783,666         2,751,966        3,154,403           Budget & Research                         10.0    9.6       10.0    9.7       10.0     8.8       11.0   10.5
Services & Supplies                          597,560          627,206           639,582      811,503               EEO/Affirmative Action                     2.0     --         --     --         --      --         --     --
  Operating Sub-Total                      3,112,910        3,410,872         3,391,548    3,965,906               Clerk of the Board                         6.0    5.7        6.0    6.0        6.0     5.0        6.0    5.9
  Less: Intra-County Revenues               (617,796)        (558,668)         (558,670)  (1,014,405)              Human Relations Commission                 1.0     --         --     --         --      --         --     --
  Expenditure Total                    $   2,495,114 $      2,852,204 $       2,832,878 $ 2,951,501                Legislative Program                         --    0.3         --    0.4         --     0.1         --    0.3
                                                                                                                      Total Permanent                        25.0   21.6       23.0   23.0       23.0    20.9       24.0   23.6

                                                                                                                   Non-Permanent
                                                                                                                   Extra Help                                  --    0.2         --     --         --     0.4         --     --
                                                                                                                     Total Positions                         25.0   21.8       23.0   23.0       23.0    21.2       24.0   23.6
Note: Presentation of the individual program amounts for fiscal years 2005-06 and 2006-07 have
been adjusted to provide a consistent level of detail with the fiscal year 2007-08 budget, however,
the totals for 2005-06 and 2006-07 have not been changed.
                                                                                                                   Note: FTE and position totals may not sum correctly due to rounding.




                                                                                                            D-20
MISSION STATEMENT                                                                                           COUNTY EXECUTIVE OFFICE
Utilize structured management systems to deliver County services in accordance with                         Department Summary (cont'd)
the Board of Supervisors’ strategic goals, operational priorities, and budgeted re-
sources.                                                                                                    Significant Changes (FY 2006-07 Adopted to FY 2006-07 Estimated Actual)
                                                                                                            Expenditures
Budget Organization                                                                                         The Fiscal Year 2006-07 Estimated Actual operating expenditures decreased $19,000 to
                                                                                                            $3,392,000 from the Fiscal Year 2006-07 Adopted Budget of $3,411,000. This less than 1.0%
The County Executive Office is a single division department organized into four program cost
                                                                                                            decrease is primarily due to a staffing vacancy in the Clerk of the Board office during the first
centers: Executive Management, Budget and Research, Clerk of the Board, and Legislative Ad-
                                                                                                            part of the year.
vocacy, with a staff of twenty-four.
In order to strengthen the County’s organizational coordination, effectiveness and accountability,
in March 2005, the Board of Supervisors adopted an Ordinance establishing a County Executive                Revenues
Officer (CEO). The CEO structure is designed to provide a clear, logical, well-managed organi-              The Fiscal Year 2006-07 Estimated Actual operating revenues increased $21,000 from the Fiscal
zation that will be aware of and responsive to the people it serves. It ensures fiscal integrity,           Year 2006-07 Adopted budget of $564,000 to $585,000. This 3.7% increase is due to the antici-
policy coordination and managerial accountability by clearly defining departmental roles and                pated receipt of Property Tax Administration Fees to reimburse Assessment Appeals Costs.
responsibilities. The new model promotes private sector input and expertise as well as strategic
partnerships to enhance customer service.
To strengthen the budget organization and based on the Human Resources Department’s key role
                                                                                                            Significant Changes (FY 2006-07 Estimated Actual to FY 2007-08 Recommended)
as a strategic partner working with the BOS, the CEO, County Departments and employees to
increase organizational capacity and effectiveness, in FY 2006/07 HR was restructured to become             Expenditures
part of the CEO instead of being a stand alone department. Although operationally integrated,               The Fiscal Year 2007-08 Recommended Budget operating expenditures will increase $574,000 to
the budget is shown separately on page D-380, to clearly portray costs, staffing and performance.           $3,966,000 from the Fiscal Year 2006-07 Estimated Actual of $3,392,000. This 16.9% increase
In FY 2006-07, the administration of the Office of Emergency Services was transferred from the              is primarily the result of moving one Administrative Analyst position from Human Resources to
Fire Department to the CEO in order to provide a higher level and more comprehensive approach               the County Executive Office ($110,000), potential performance incentive salary increases for
to managing emergency services as well as disaster planning, response and recovery. At the ex-              Executives and Managers and merit increases and COLAs for classified employees and associ-
ecutive level, an Emergency Operations Chief was hired to lead the OES.                                     ated benefits ($292,000), an increase to contractual services to pay for a full year of the federal
                                                                                                            legislative advocate services ($44,000), the shifting of the utility costs from General Services to
In July 2007, the administration of Comprehensive Planning will be transferred back to Planning
                                                                                                            each department ($25,000), increases to Liability Insurance, Reprographics and Data Processing
& Development from the CEO.
                                                                                                            Services ($35,000), and various increases to Services and Supplies for special projects ($68,000).


                                                                                                            Revenues
                                                                                                            The Fiscal Year 2007-08 Recommended operating revenues will increase $430,000 from the
                                                                                                            Fiscal Year 2006-07 Estimated Actual of $585,000 to $1,015,000. This 76.3% increase is due to
                                                                                                            an increase to Other Charges for Services in the form of Cost Allocation (overhead costs charged
                                                                                                            to direct cost departments) revenues ($431,000).




                                                                                                     D-21
COUNTY EXECUTIVE OFFICE
Department Summary (cont'd)

Activity Indicators                                                                               Departmental Priorities and Their Alignment With County Goals
                                                                                                  The County Executive Officer exercises overall responsibility for sound and effective manage-
                         Budget Revisions Processed                                               ment of County government pursuant to Board policy and the adopted budget. While the entirety
                   242
                               250                                                                of the Board of Supervisors’ Strategic Plan drives the CEO’s programs, the CEO’s strategic ac-
           250
                                                             200                                  tions align primarily with the following adopted General Goals and Principles: Goal 1: An
                                         198       199              Number of Budget
           200                                                                                    Efficient Professionally Managed Government Able to Anticipate and to Effectively Respond to
                                                                    Revisions Processed.
                                                                                                  the Needs of the Community; and Goal 5: A County Government that is Accessible, Open, and
           150
                                                                                                  Citizen Friendly. Among the eight Strategic Plan’s Critical Issues, the issues of “Financial Sta-
           100                                                                                    bility of the County” and “Service Delivery” will continue to be the CEO’s priorities for FY
            50                                                                                    2007-08.

            0
                 03-04       04-05    05-06     06-07     07-08                                   Focus Area: Effective Leadership as measured by:

                                                                                                  Current Year (FY 2006-07) Accomplishments
                                                                                                  • Continuing to roll out the Board’s high priority customer service initiative including a stan-
                                 Agenda Items                                                       dardized performance-based executive and management evaluation system focused on
                                                                                                    demonstrated achievement that creates innovative customer-focused solutions, eliminates bar-
                                                                                                    riers to service delivery and/or efficiency, reduces costs and/or uses resources more efficiently,
          1210                 1204                                                                 increases revenue, increases customer satisfaction with services provided, and improves
                   1200                            1200      1200
                                                                    Number of Agenda
                                                                                                    agency/department accountability. The historic lock step COLA system has been replaced
                                                                    Items Placed on the
          1190
                                         1186                                                       with a performance-based system which collapses hundreds of job classes and 77 separate pay
                                                                    Agenda.
                                                                                                    ranges into 12 broadband ranges. Movement within a range will be dependent on an annual
          1170                                                                                      performance evaluation which demonstrates achievement of a number of the criteria listed
                                                                                                    above. This system will provide greater flexibility, higher career satisfaction, greater potential
          1150                                                                                      for professional growth, and assist groups which have not traditionally had as great an access
                 03-04       04-05    05-06     06-07     07-08
                                                                                                    to management to grow into the highest level management and executive positions.
                                                                                                  • The County Executive Office continues to examine the County’s information technology and
                                                                                                    geographic information system (GIS) systems. A business plan was developed in May 2007.
                                                                                                    Funding is earmarked, as a Developing Program in the 2007/08 budget, to proceed with certain
                         Assessment Appeals Cases                                                   areas identified in the business plan.

           600     548                                                                            • Completed successful recruitment and hiring of the Planning and Development Director, the
                                                                    Number of Assess-               Parks Director, the Housing and Community Services Director, the Public Works Director, the
           500

                                                                    ment Appeals Cases              County's first Emergency Operations Chief, and the County’s first Communications Director.
           400
                                                                    Filed.                        • Received the Certificate of Distinction for exceeding standards established by the ICMA Cen-
           300                 226      230                  230
                                                   202                                              ter for Performance Measurement.
           200
                                                                                                  • Installed web-based broadcasting of the Board of Supervisors hearings.
           100

             0
                                                                                                  • Implemented the Leadership Project which is designed to align the organization's leadership
                 03-04       04-05    05-06     06-07     07-08
                                                                                                    with achievement of countywide business objectives.
                                                                                                  • In line with Blue Ribbon Budget Task Force recommendations, established enterprise-wide
                                                                                                    information technology projects and systems to enable the County to provide the highest level
                                                                                                    of service to customers through technology solutions.
                                                                                           D-22
                                                                                                               COUNTY EXECUTIVE OFFICE
                                                                                                               Department Summary (cont'd)

Proposed Strategic Actions                                                                                     Proposed Strategic Actions

• Continue to enhance the County Disaster Preparedness Plan to ensure that the County is well                  • Facilitate quarterly city/county managers’ meetings to discuss and coordinate regional issues.
  prepared for any potential natural, civil, terrorist and/or any other emergencies and disasters.             • Facilitate quarterly Multi-Jurisdictional Solid Waste Task Group meetings to discuss and coor-
• Influence State Housing legislation to promote appropriate housing and alternate transportation                dinate major solid waste issues.
  opportunities while retaining local control of housing and land use decision making.
                                                                                                               Proposed Key Project
• Upgrade County’s web presence and provide for enhanced, on-line services including on-line
  payment processing.
                                                                                                               • Develop a dedicated Emergency Operations Center to become the focal point for management
                                                                                                                 of major disasters.
Proposed Key Projects
                                                                                                               • Conduct comprehensive disaster preparedness and response exercises regarding pandemic flu
• Conduct the 8th Countywide Strategic Scan to assess trends and evaluate impacts to prior criti-                and major fire.
  cal issue areas during the 2007/08 fiscal year. The scan is an innovative long-term planning
  effort that examines trends within a series of driving forces including, but not limited to, criti-
                                                                                                               Focus Area: Budget and Management Performance as measured by:
  cal issues identified throughout the scan process which become a key component of
  Countywide workplans.                                                                                        Current Year (FY 2006-07) Accomplishments
• Recruit and hire an Alcohol, Drug and Mental Health Services Director.
                                                                                                               • For the tenth consecutive year, received the Government Finance Officers Association’s Dis-
                                                                                                                 tinguished Budget Presentation Award.
Focus Area: Enhance Multi-Jurisdictional & Interdepartmental Relationships as measured
by:                                                                                                            • Presented the Board of Supervisors with a proposed FY 2007-08 budget that was balanced
                                                                                                                 without using the estimated FY 2006-07 fund balance in the General Fund for future-year op-
Current Year (FY 2006-07) Accomplishments                                                                        erations.
                                                                                                               • Coordinated the analysis and presentation of fees charged in the land development review
• Initiated and directed the development of a Pandemic Influenza Strategic Plan involving all                    process.
  County departments to create a comprehensive planning and response blueprint for both conti-
  nuity of government and protection of County citizenry during a flu pandemic or any long-                    • Assisted the Alcohol, Drug and Mental Health Services Department to come to terms with its
  term countywide disaster.                                                                                      fiscal situation which resulted in, among other things, a $1 million loan from the County Gen-
                                                                                                                 eral Fund.
• Facilitated subcontracts between and among County Fire and the City of Solvang to enhance
  fire protection services in the Santa Ynez Valley.                                                           • Worked with the Auditor-Controller and the Public Works Department to develop financial
                                                                                                                 policies for the County’s Resource Recovery and Waste Management Enterprise Fund, includ-
• Served on the Leadership Council to develop the 10-Year Plan to end Chronic Homelessness                       ing a 15 year financial projection and analysis of debt financing needs during that period.
  which was adopted by the County Board of Supervisors and the cities within the County.
                                                                                                               • Worked to implement the 40 recommendations of the Blue Ribbon Budget Task Force con-
• Retained staff and secured software and equipment to install a Countywide GIS system and                       tained in 20 separate subject areas. Twenty-five of the 40 recommendations have been
  enhance management decision making capabilities via the use of technology.                                     implemented or are currently being addressed.
• Coordinated and shaped a multi-agency report on the impacts of methamphetamine use on                        • Continued to provide the Board of Supervisors with quarterly updates on the County’s finan-
  county services and assisted the Board Chair to convene a “Meth Summit” to address issues                      cial status and status of budget-related State and Federal legislation.
  presented by the report.
                                                                                                               • In addition to the General Fund, provided the Board with five-year financial forecasts for the
                                                                                                                 Public Health, Alcohol, Drug and Mental Health Services, and Social Services special revenue
                                                                                                                 funds, and the Fire fund. Based on the trends displayed in these forecasts, assisted departments
                                                                                                                 to take steps in the FY 2007-08 budget to address projected future deficits.


                                                                                                        D-23
COUNTY EXECUTIVE OFFICE
Department Summary (cont'd)

• Began replacing the existing Recurring Performance Measurement Reporting system with a                                                                    Actual      Adopted      Est. Actual    Recommended
  new system called AMPP (Advanced Management of Performance and Projects) in phases                                                                       FY 05-06     FY 06-07      FY 06-07        FY 07-08
  over a two year period with new software that creates enhanced reporting, work flow, and user-            Department-wide Effectiveness Measures
  defined graphic display of performance data. AMPP will also incorporate the current Project
  Reporting System in year two to enhance project tracking, prioritization, and reporting. This is          As an efficient and responsive government,            2.4          2.4            3.1            3.0
  a countywide effort that includes a thorough review of operations and current performance                 the County will maintain a productive
  measures by department.                                                                                   workforce through a countywide Lost Time
                                                                                                            Rate of 5.9% or less and a departmental rate
• As a customer service, citizen friendly initiative, prepared a summary of the July 1, 2007 to
                                                                                                            of 3.0% or less.
  June 30, 2008 (FY 2007-08) proposed budget called “Budget Facts and Figures.”

Proposed Strategic Actions                                                                                  As an efficient and responsive government,           25%        100%             20%           100%
                                                                                                            the County will maintain a quality workforce           5           20              4              20
• Present the Board of Supervisors with a proposed FY 2008-09 budget that is balanced and                   through completing 100% of departmental
  maintains current service levels.                                                                         Employee Performance Reviews (EPRs) by
• Provide the Board of Supervisors with periodic updates on the County’s financial status and               the anniversary due date.
  status of budget-related State and Federal legislation.
• Continue, and potentially expand, the 5 year financial forecast review to identify and address
  potential future year issues.                                                                             Note: Although the completion rate by the anniversary due date is low, the final completion rate
• Continue to review service delivery options that may provide more cost effective alternatives             is much higher.
  to current methods.

Proposed Key Projects

• To address capital needs and financing, work with General Services and Fire Departments to
  complete an assessment of Fire Department station and training facilities needs and propose
  methods of funding for Board review.
• To address jail overcrowding, work with the Sheriff’s Department to conclude an analysis of
  jail space and funding options for Board review.
• In accordance with the legislative mandates of Senate Bill 1732 and the newly enacted Senate
  Bill 10 regarding liability for seismic deficiencies, continue to work with the General Services
  Department to conclude the transfer of court buildings from County to State ownership.
• To enhance performance measurement, continue implementation of AMPP Scorecards for all
  departments and develop an easy to use method of transferring AMPP data to the County’s an-
  nual operating budget document.




                                                                                                     D-24
                                                                                                                         COUNTY EXECUTIVE OFFICE
                                                                                                                         Department Summary (cont'd)

Programmatic Cost Centers and Ongoing Responsibilities:                                                                                                                  Actual           Adopted           Est. Actual    Recommended
                                                                                                                                                                        FY 05-06          FY 06-07           FY 06-07        FY 07-08
Executive Management (County Executive Officer):
                                                                                                                         Recurring Performance Measures
The County Executive Officer exercises overall responsibility for sound and effective manage-
                                                                                                                         Executive Management (Cont'd)
ment of County government. The County Executive Office (CEO) acts as a key resource to the
Board of Supervisors, providing administrative, fiscal, operational, and organizational policy                           To maintain a well educated and trained                   100%              100%            100%         100%
recommendations to the Board, and is responsible to ensure that the entire organization faithfully                       workforce delivering high-quality service,                   4                 4               4            3
implements Board’s policies. It is the CEO’s role to detect and report horizonal issues, opportu-                        within four months of a vacancy occurring,
nities and trends to the Board in time to take appropriate action, and to keep the Board informed                        appoint professional executives to fill
of the socio-economic and political environment of the County through the strategic scan and the                         Department Director positions in accordance
strategic planning process.                                                                                              with the Human Capital Plan.

The County Executive’s Office ensures adherence of County processes and procedures, and that
best business practices are being applied by conducting quarterly Operations Review Meetings
with each department, tracking status of performance measures, and monitoring all key projects                           To promote an economically vital and                  100%             100%               111%           100%
on a regular basis by holding Project Review meetings every six weeks.                                                   sustainable community, conduct 9 project                 9                9                  10             9
Additionally, the CEO maintains oversight of County disaster preparedness ensuring that the                              management reviews of projects in Project
                                                                                                                         Reporting System approximately every six
County is prepared for potential natural, civil, terrorist, public health and other emergencies and
                                                                                                                         weeks in accordance with the Operating Plan.
disasters by coordinating County planning, training, and emergency operations drills.

                                                 Actual         Adopted         Est. Actual        Recommended
                                                FY 05-06        FY 06-07         FY 06-07            FY 07-08

Recurring Performance Measures
Executive Management
To promote an accountable government,                      11              13                 10             13
complete Department Director employee
performance reviews prior to the annual due
date of each executive in accordance with the
Human Capital Plan.

To promote an accessible, open, and citizen-               20              20                 18             20
friendly government, prepare and deliver
presentations at civic group meetings
throughout the County.

To ensure execution of Board policy and                    51              76                 39             76
forestall operational problems, complete 76
quarterly operational reviews of 19
departments within the following quarter in
accordance with the Operating Plan.




                                                                                                                  D-25
COUNTY EXECUTIVE OFFICE
Department Summary (cont'd)

Budget and Research:                                                                                                                                                         Actual         Adopted         Est. Actual       Recommended
Budget and Research is responsible for preparing and submitting a fiscally sound performance-                                                                               FY 05-06        FY 06-07         FY 06-07           FY 07-08
based operating budget and a five-year capital budget annually to the Board of Supervisors for                             Recurring Performance Measures
consideration and adoption. This group is part of the ICMA Consortium on Comparative Per-                                  Budget & Research (Cont'd)
formance Measurement, and produces a state-of-the-art program performance based budget that
                                                                                                                           To address the financial stability of the                   92              92            92                92
is recognized nationally.
                                                                                                                           County, identify and review significant
It has responsibility for establishing and maintaining budget control systems and ensuring adher-                          revenue and expenditure variances with 23
ence to budget principles and policies, as well as monitoring the fiscal condition of the County                           departments through 92 projection (MoPro)
and assisting departments in meeting their budgets. This is accomplished by conducting periodic                            meetings within 30 days of the end of each
departmental financial status meetings, and providing budget updates to the Board of Supervisors                           quarter in accordance with the Operating Plan.
through quarterly budget workshops.
In addition, Budget and Research, in conjunction with Executive Management, coordinates re-
sponses to Grand Jury reports and makes appropriate recommendations to the Board of                                        To promote an efficient and responsive                       4               4                 4              4
Supervisors, reviews action items on the Board of Supervisors weekly agenda, negotiates and                                government, and address the financial
completes annexations with cities and special districts, and conducts a myriad of special studies                          stability of the County, present quarterly
                                                                                                                           reports to the Board of Supervisors on the
and projects as appropriate to meet Board and/or departmental requirements.
                                                                                                                           County's financial status within the following
                                                                                                                           quarter in accordance with the Operating Plan.
                                                    Actual           Adopted        Est. Actual     Recommended
                                                   FY 05-06          FY 06-07        FY 06-07         FY 07-08
                                                                                                                           To address the financial stability of the                 1%            10%             3%                 10%
Recurring Performance Measures                                                                                             County, achieve an ending variance of               3,105,237     39,923,612     10,078,940          41,166,720
Budget & Research                                                                                                          Estimated Actual to Year-end Actual
                                                                                                                           Expenditures of not more than 10% for
To ensure execution of Board policy and                       68%           100%             98%           100%
                                                                                                                           General Fund departments in accordance with
forestall operational problems, review and                     135            200             195            200
                                                                                                                           the Operating Plan.
make recommendations on department
initiated budget revision requests within 3                                                                                To address the financial stability of the                 2%           10%              4%                 10%
working days of receipt in accordance with                                                                                 County, achieve an ending variance of               7,134,964    38,302,988      16,919,704          40,482,644
the Operating Plan.                                                                                                        Estimated Actual to Year-end Actual Revenues
                                                                                                                           of not more than 10% for General Fund
To address the financial stability of the County              100%          100%            100%            100%           departments in accordance with the Revenue
and maintain a state-of-the-art budget, receive                                                                            Plan.
the Government Finance Officers
Association's Distinguished Budget                                                                                         To promote an efficient and responsive                       9              23            14                 23
Presentation Award in accordance with the                                                                                  government, 100% of 23 departments submit
Operating Plan.                                                                                                            complete budget requests by their agreed
                                                                                                                           upon due date.
To address the financial stability of the              4,200,000        3,500,000      3,500,000        1,000,000
County, build the General Fund Strategic                                                                                   To promote an efficient and responsive                  100%          100%             100%               100%
Reserve to at least $30,000,000, by                                                                                        government, submit the Annual Operating
increasing it $1,000,000 per year in                                                                                       Plan to the Board of Supervisors by its
accordance with the Operating Plan.                                                                                        original due date.



                                                                                                                    D-26
                                                                                                                         COUNTY EXECUTIVE OFFICE
                                                                                                                         Department Summary (cont'd)

                                                    Actual         Adopted        Est. Actual     Recommended            Clerk of the Board:
                                                   FY 05-06        FY 06-07        FY 06-07         FY 07-08             The Clerk of the Board (COB) serves as Clerk to the Board of Supervisors (BOS), Board of Di-
Recurring Performance Measures                                                                                           rectors of the Flood Control and Water Conservation District, Water Agency Board,
Budget & Research (Cont'd)                                                                                               Redevelopment Agency Board, and Assessment Appeals Board. The COB prepares and posts
                                                                                                                         agendas consistent with the open meetings provisions of the Ralph M. Brown Act, records and
To promote an efficient and responsive                        0%          100%             100%          100%
                                                                                                                         maintains minutes, and acts as custodian of the BOS official record from 1850 to the present.
government, submit the 5 year Capital
Improvement Program to the Board of                                                                                      The COB information management system allows the department to prepare and publish BOS
Supervisors by its due date.                                                                                             agendas and minutes and post them on the County website, providing 24-hour access to Board
                                                                                                                         matters and decisions.
To address the financial stability of the                  100%           100%           100%             100%           The Clerk of the Board provides service and disseminates information to all citizens, officials,
County, allocate at least $2 million per year to       2,000,000      2,000,000      2,000,000        2,000,000          and staff regarding BOS hearing matters, provides updated Board of Supervisors’ agendas and
reduce the current $15 million backlog of                                                                                minutes with supporting documentation as well as current status of filled and vacant positions of
deferred capital maintenance projects in                                                                                 approximately 70 Board-appointed boards and commissions via internet access. In addition, the
accordance with the Capital Improvement                                                                                  COB administers the Assessment Appeals Board Program, publishes updates to the Santa Bar-
Program.                                                                                                                 bara County Code and receives, files and distributes to appropriate County departments all claims
                                                                                                                         filed against the County.
To promote an efficient and responsive                    100%           100%            100%            100%
government, receive the International County                                                                                                                                Actual            Adopted        Est. Actual     Recommended
Management Association's Performance                                                                                                                                       FY 05-06           FY 06-07        FY 06-07         FY 07-08
Measurement Standards Award in accordance
                                                                                                                         Recurring Performance Measures
with the Operating Plan.
                                                                                                                         Clerk of the Board
                                                                                                                         To promote an efficient and responsive                       100%           100%            100%          100%
                                                                                                                         government, complete indexing and                              186            250             180           200
                                                                                                                         distribution of all claims filed against County
                                                                                                                         within 2 working days of receipt.


                                                                                                                         To promote an efficient and responsive                   100%             100%            100%            100%
                                                                                                                         government, ensure that 100% of all                        230              250             202             230
                                                                                                                         assessment appeals cases filed as of
                                                                                                                         November 30 of the current year are properly
                                                                                                                         noticed and scheduled to be heard within 2
                                                                                                                         years of filing per R&T code (excluding
                                                                                                                         waivers).

                                                                                                                         To promote an accessible, open, and citizen              100%              100%           100%            100%
                                                                                                                         friendly government, ensure that action                     43                43             41              43
                                                                                                                         summaries for the Board of Supervisors'
                                                                                                                         meetings are posted on the County website
                                                                                                                         within 3 working days of the meeting in
                                                                                                                         accordance with the Information Technology
                                                                                                                         Plan.


                                                                                                                  D-27
COUNTY EXECUTIVE OFFICE
Department Summary (cont'd)

Legislative Advocacy:                                                                                                                                               Actual      Adopted    Est. Actual   Recommended
In coordination with the California State Association of Counties, the National Association of                                                                     FY 05-06    FY 06-07     FY 06-07       FY 07-08
Counties, County departments, and our Legislative Advocates, staff develops recommendations                                                                       Pos.        Pos.        Pos.           Pos.
for consideration by the Board of Supervisors, and provides staff assistance to the Legislative                              Position Detail
Program Committee. Staff also works with our legislative advocates to obtain authors for the
                                                                                                                             Executive Management
bills that the Board has sponsored and to support their passage.
                                                                                                                             County Executive Officer               1.0         1.0          1.0           1.0
Legislative Advocacy is responsible for maintaining a vigilant presence in Sacramento, to ascer-                             Deputy County Executive Officer        2.0         2.0          2.0           2.0
tain which state proposals are beneficial and which are damaging to the County or its citizens,                              Assistant County Executive Officer     1.0         1.0          1.0           1.0
make recommendations to the Board of Supervisors to support and/or oppose them as appropri-                                  Executive Secretary -R                 1.0         2.0          2.0           2.0
ate, and then advocate in accordance with the directions received. In FY 2006-07, the County re-                             Administrative Secretary               1.0         1.0          1.0           1.0
enacted contracts with Federal Advocates to enhance our Washington presence and secure assis-                                  Sub-Division Total                   6.0         7.0          7.0           7.0
tance for the County’s Federal legislative platform including key flood control, transportation,
resource protection and public safety projects.                                                                              Budget & Research
                                                                                                                             Assistant County Executive Officer      --         1.0          1.0           1.0
                                                    Actual          Adopted           Est. Actual     Recommended            Director of Budget & Research          1.0          --           --            --
                                                   FY 05-06         FY 06-07           FY 06-07         FY 07-08             Business Manager III                   1.0         1.0          1.0           1.0
Recurring Performance Measures                                                                                               Administrative Analyst                 7.0         7.0          7.0           8.0
                                                                                                                             Administrative Secretary               1.0         1.0          1.0           1.0
Legislative Program
                                                                                                                                Sub-Division Total                 10.0        10.0         10.0          11.0
To ensure a high level of customer                            3.5               4.0                 4.0         4.0
satisfaction with the legislative program,                                                                                   Clerk of the Board
achieve an average score of 4.0 on identifying,                                                                              Chief Deputy Clerk of the Board        1.0         1.0          1.0           1.0
analyzing, and informing the Board and                                                                                       Board Assistant Supervising            1.0         1.0          1.0           1.0
Departments about legislative issues as                                                                                      Departmental Assistant Sr               --         1.0          1.0           1.0
conducted through an annual survey with a                                                                                    Departmental Assistant                 1.0          --           --            --
scale of 1-5, 5 being the best.                                                                                              Board Assistant                        3.0         3.0          3.0           3.0
                                                                                                                               Sub-Division Total                   6.0         6.0          6.0           6.0

To seek legislative solutions for addressing                  n/a              100%            100%          100%
                                                                                                                             EEO/Affirmative Action
the County's critical issues, obtain bill                                         2               2             2
                                                                                                                             Equal Opportunity Officer              1.0           --           --            --
sponsors for State priorities identified as part
                                                                                                                             Administrative Secretary               1.0           --           --            --
of the County's legislative platform.
                                                                                                                               Sub-Division Total                   2.0           --           --            --

                                                                                                                             Human Relations Commission
To seek legislative solutions for addressing                  n/a           100%               44%            100%           Departmental Assistant-R               1.0           --           --            --
the County's critical issues, receive Federal                          10,300,000         4,500,000       4,500,000            Sub-Division Total                   1.0           --           --            --
funding for projects identified as part of the
County's legislative platform.
                                                                                                                               Division Total                      25.0        23.0         23.0          24.0


To seek legislative solutions for addressing                  n/a          100%               100%           100%
the County's critical issues, receive State                              200,000            200,000        200,000
funding for projects identified as part of the
County's legislative platform.


                                                                                                                      D-28

				
DOCUMENT INFO
Categories:
Tags:
Stats:
views:8
posted:3/18/2012
language:
pages:10