SupportServicesStrategicScan - countyofsb.org
Transcript of 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
County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services 3
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.
County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services 4
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
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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.
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Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs
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
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Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs
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
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Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs
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
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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
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Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs
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
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Issues/Concerns Communicated via Issues/Concerns Communicated via PIMsPIMs
Public Relations ProgramImprove image of County as an employer of choice
Increase awareness of County as employer and improve public image
County of Santa Barbara Support ServicesCounty of Santa Barbara Support Services 12
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
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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
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Linking PIM Input With Strategic PlanningLinking PIM Input With Strategic Planning
Development of Assessor Parcel System and integrated Property tax system
Public and Business community need for timely & accurate property tax data
ResponseNeed
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Linking PIM Input With Strategic PlanningLinking PIM Input With Strategic Planning
ResponseNeedDevelopment of specialized publications (Sales tax, Property tax websites, etc,)
Citizens’ expressed needs for financial data
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Linking PIM Input With Strategic PlanningLinking PIM Input With Strategic Planning
ResponseNeedDevise and coordinate a local vendor outreach program
Local vendor interest in County's procurement Policies
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Linking PIM Input With Strategic PlanningLinking PIM Input With Strategic Planning
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
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% 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
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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
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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
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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
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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
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Supporting Other DepartmentsSupporting Other Departments
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
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Supporting Other DepartmentsSupporting Other Departments
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
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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
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Supporting Other DepartmentsSupporting Other Departments
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
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Supporting Other DepartmentsSupporting Other Departments
Critical IssueManage employee related costs:
• Health insurance
• Workers compensation
• Unemployment insurance
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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
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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
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Supporting Other DepartmentsSupporting Other Departments
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
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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
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Direct Services to the PublicDirect Services to the Public
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
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Direct Services to the PublicDirect Services to the Public
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
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Direct Services to the PublicDirect Services to the Public
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