SupportServicesStrategicScan - countyofsb.org

County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services

Support Services Departments Support Services Departments Engage the CommunityEngage the Community

Presented to thePresented to the

Santa Barbara County Board of SupervisorsSanta Barbara County Board of SupervisorsMay 2003May 2003

Strategic Scan Strategic Scan 20032003

County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services 2

Support Services DepartmentsSupport Services Departments

Auditor-Controller*Clerk-Recorder-Assessor*General ServicesHuman ResourcesTreasurer-Tax Collector-Public Administrator*

*Denotes elected department head


Support Services DepartmentsSupport Services DepartmentsInternal MissionInternal Mission

As a group these departments, working with internal customers (all other departments), provide and administer the:

FinancialPhysicalHuman resources

necessary to enable the County organization to deliver needed services to the County’s citizens.


Support Services DepartmentsSupport Services DepartmentsExternal MissionExternal Mission

Through Direct Contact With External Customers (the County’s Citizens), the Group of Departments Works to:

• Maintain a high level of public confidence in the fiscal and operational integrity of the County organization


Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs

Web-sites/E-Mail Feedback Insights into citizens’ data needs for fiscal accountability purposes

Need for accurate, up-to-date property tax information

Indicator of the types of financial and operating data and format of data access desired by the public and the, business community

Feedback on all aspects of recruitments conducted, inquiries andinformation on a wide variety of employment matters including jobs, salary, benefits, appeal processes, etc.



Grand Jury ReportsNeed for county-wide grants management system

Desirability of the re-establishment of elections division annual report

Value of participating in the County’s project tracking system

Need for long-range strategic facilities planning



Advisory Committees/CommissionsGuidelines for privatization of county services

Equitable treatment of County employees through commission interpretation of various civil service rules

Need to coordinate County’s technology strategies

Need to educate and develop partnerships with community groups/committees that represent our clients

Input and collaborative decision making on health insurance and other employee benefits



Public Hearings/Meetings/One-on-One/Focus GroupsImpacts of the Facilities Master Plan on community residents

Impacts of investment pool performance on pool participants

Need to educate investment pool participants on investment policies and the California government code related to investments


Issues/Concerns Communicated viaIssues/Concerns Communicated via PIMsPIMs

Public Hearings/Meetings/One-on-One/Focus GroupsImpact of County collective bargaining practices, compensation, employee relations in County departments

Feedback and corrective action to a wide variety of employment practices including rules, benefits, recruitments, etc



Focus GroupsNeed to restructure IT rates into a more equitable model in linewith user departments’ expectations

Satisfaction and feedback on a wide variety of Human Resources services, recruitments and employee benefits for departments, applicants, and employees. Feedback on department employment practices from exiting employees



Public Relations ProgramImprove image of County as an employer of choice

Increase awareness of County as employer and improve public image


Linking PIM Input with Strategic PlanLinking PIM Input with Strategic Plan

OverviewCitizen (customer) satisfaction is a critical impact measure forall departments

Extent to which departments utilize indicators of citizen satisfaction as impact measures

Published Strategic Plans

How Strategic Plan relates to a department’s budget


Linking PIM Input With Strategic PlanningLinking PIM Input With Strategic Planning

Develop partnerships with private and County agencies serving Veterans, the elderly and the disabled and consider input when making decisions

Desire of community groups to have input into decisions effecting groups they represent

ResponseNeed

Focus Health Oversight Committee agenda on evaluating new approaches to coverage

Employees’ need for quality health care at a reasonable cost



Development of Assessor Parcel System and integrated Property tax system

Public and Business community need for timely & accurate property tax data

ResponseNeed



ResponseNeedDevelopment of specialized publications (Sales tax, Property tax websites, etc,)

Citizens’ expressed needs for financial data



ResponseNeedDevise and coordinate a local vendor outreach program

Local vendor interest in County's procurement Policies



ResponseNeedImplement greater use of technology to speed process; design and implement marketing programs to improve applicant pool; make changes in recruitment plans to improve results and get better candidates

Interest in filling vacancies quickly with high quality candidates


% of Job Applications Received On% of Job Applications Received On--LineLine

Percentage

19%

51%

69%72%

77%

48%

78%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

12/99 1/00-6/00 7/00-12/00 1/01-6/01 7/01-12/01 1/02-6/02 7/02-12/02

TimelineFirst Month Available


Opportunities To Obtain Additional Opportunities To Obtain Additional InformationInformation

Primary need for additional information is seen to be in the degree of citizen satisfaction with the overall outcomes of the County's operations

Specifically, citizen perceptions of the impacts of the County'sactions on the quality of their everyday lives would appear to be useful information


Critical Issues Driving Strategies OfCritical Issues Driving Strategies OfSupport Services GroupSupport Services Group

As a Group the Support Services Departments Have a Two-Fold Role:

Serving all other departments

Providing direct services to the public


Supporting Other DepartmentsSupporting Other Departments

Critical IssuesNeed for competent, trained, culturally diverse staff

• Housing costs

• Demographics

• More extensive efforts needed to recruit and retain, including new recruitment mediums


SB County Housing CostsSB County Housing Costs

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000

1996 1997 1998 1999 2000 2001 20020%5%10%15%20%25%30%35%

Median home price Affordability



Critical IssueAging workforce and need for succession planning

175

518

630

510

96

327

642

812

592

129

15 5

0

100

200

300

400

500

600

700

800

900

19-29 30-39 40-49 50-59 60-69 >69Age

# of

Em

ploy

ees

Male 44%

Female 56%

Average Age: 43.7Average Male Age: 44.3Average Female Age: 43.3



Critical IssueAssuring on-going ability to administer the property assessment, billing, collection, and allocation processes

Maintaining the Property Tax Integration Project as a high priority

Moving all CRA,Tax-Collector & Auditor- Controller systems off the mainframe to servers


Secured Assessment HistorySecured Assessment History

Assessed

Value

$6,882,801,432

$11,735,654,152

$18,575,615,005

$22,709,007,857

$29,966,564,751

$0

$5,000,000,000

$10,000,000,000

$15,000,000,000

$20,000,000,000

$25,000,000,000

$30,000,000,000

78/79 80/81 82/83 84/85 86/87 88/89 90/91 92/93 94/95 96/97 98/99 00/01

Fiscal Year



Critical IssueExpand Financial System (FIN) capabilities to enable web-based transaction processing by departments

-200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,000

1995-96

1996-97

1997-98

1998-99

1999-00

2000-01

2001-02

Disbursements RelatedPayroll RelatedGeneral Joural EntriesBudget Related

Transaction Count by TypeTransactions

Fiscal Year



Critical IssueManage employee related costs:

• Health insurance

• Workers compensation

• Unemployment insurance


Average Cost for Medical/Dental Insurance Per Average Cost for Medical/Dental Insurance Per Employee Per YearEmployee Per Year

Assessed

Value

$1,833

$2,035$2,184

$2,275

$2,075 $2,041 $2,041

$2,261 $2,326$2,466

$2,646

$2,837

$3,476

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04

Fiscal Year


Workers’ Compensation Loss Rate Trends Workers’ Compensation Loss Rate Trends per $100 of Payrollper $100 of Payroll

0

1

2

3

4

5

6

1995 1996 1997 1998 1999 2000 2001 2002

Marin Fresno Placer San MateoSan Luis Obispo City of Santa Barbara County of Santa Barbara Santa CruzKern County Sonoma Stanislaus



Critical IssuesProviding needed physical facilities for the most efficient County operations

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

2000 2005

Needs

Current Space

Deficit

Space Needs


Direct Services to the PublicDirect Services to the Public

Critical IssuesDevelop applications to efficiently provide access to appropriate property data to the business community

• Provide equalized roll data via CD

• Provide recorder deed information via CD within 72 hours of recording to title plants

• Explore FTP options for internet access to property tax data

• Move all CRA,Tax-Collector & Auditor- Controller systems off the mainframe to servers and ensure the systems are integrated



Critical IssueStimulate local economy by increasing participation of local businesses in the County's local vendor outreach program

0

20

40

60

80

96/97 97/98 98/99 99/00 00/01 01/02

BoardContractsPurchasingContractsTotal

Percent of Local Expenditures

Percent

Fiscal Year



Critical IssueAbility to provide needed services to Veterans, the elderly and disabled as these populations and the needs of these populationsincrease

Public Guardian Investigations

Years

# of

Inve

stig

atio

ns

0102030405060708090

1998 1999 2000 2001 2002

TotalLPSProbate



Critical IssueEnable other local governments, businesses and citizens to transact business with the County on the internet

0% 10% 20% 30% 40% 50% 60% 70%

Address ChangeJury Summons

Drivers LicenseBirth Certificate

Program EligibilityPassports

Business PermitsApply for jobs

Taxes

* Council for Excellence in Governmenthttp://www.excelgov.org/usermedia/images/uploads/PDFs/egovpoll2003.pdf

% of American Internet Users Interested in These Online Transactions

County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services

Support Services Departments Support Services Departments Engage the CommunityEngage the Community

Presented to thePresented to the

Santa Barbara County Board of SupervisorsSanta Barbara County Board of SupervisorsMay 2003May 2003

Strategic Scan Strategic Scan 20032003

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SupportServicesStrategicScan - countyofsb.org

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