Agenda - 04-26-1999 - 1 - Laserfiche WebLink

Browse Search

52 that group produced a report with 13 recommendations for potential cost savings and streamlining of organizational structure and operations. That group, or a newly appointed successor committee, would review the results of the 1996 study and identify other opportunities for operational innovation and efficiency, consistent with a new charge to be developed by the Board of Commissioners. The 1996 study involved many hundreds of staff hours to support the I &E Committee in its work. Given that experience, and the County's current heavy workload, it would be important to provide additional resources to ensure that the Committee could complete its charge in a timely and thorough manner. Existing staff would naturally provide technical assistance to the committee as it reviews various departmental operations. However, there would need to be a dedicated entity that would handle the administrative and logistic support, including the necessary organization, coordination, writing, and production of the committee's working materials and final report and presentation. This support function could be provided by: 1) outsourcing; 2) a new position (with this and other responsibilities); or 3) a combination of outsourcing and additional County staff. If the outsourcing approach were chosen, the effort might be similar to that undertaken by the recently engaged Y2K Coordinator. A qualified firm or individual, with extensive experience in organization, coordination, and technical writing, would serve as the principal liaison to the I &E Committee, and keep the project on time and on track. The cost of this effort would depend on the scope of work required to assist the Committee in carrying out its charge. It would be reasonable to expect that the hourly cost of this type of support would run in the range of $75 -$150 per hour. Alternatively or in combination with the above, the County could consider adding a new • position that would likely be housed in the Personnel Department, but which would also work very closely with Budget staff. The position would handle the I &E coordination function, both with the reconstituted I &E Committee, and on an ongoing basis after the Committee completes its charge. In addition, during the annual budget process, this position would evaluate new position and position change requests, under the joint direction of the Budget Director and Personnel Director. For the remainder of the year, the position, under the direction of the Personnel Director and with the input of the County management team, would: ❑ Follow through to support operating departments to implement recommendations resulting from the I &E and new position processes (e.g. outsourcing, staff realignment, internal system changes). ❑ Complete systematic evaluation of vacant positions to assure the most effective use of County resources and recommend realignment or other alternatives when identified. ❑ Develop guidelines for outsourcing and provide enterprise -wide technical assistance to departments that are pursuing outsource support. ❑ Complete organization and staffing studies including assessment of the organization, functionality and efficiency of positions /programs such as solid waste. • ❑ Through focus groups and brainstorming session with department heads, employees and work groups, identify employee ideas for improved efficiency and follow through to