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134. Identify where State legislature may be headed with counties and roads. <br /> 135. Implement a competitive 401-k program based on percentage of salary and that includes a <br /> county match. <br /> 136. Implement new technologies/software in public health practice, e.g., new electronic <br /> communicable disease reporting system statewide, new state software for public health <br /> clinical and home visiting programs, GIS analysis for public health. <br /> 137. Improve cell phone coverage throughout county. <br /> 138. Improve county website appearance and ease of use for the public. <br /> 139. Improve countywide coordination of information shared with the public (to avoid potential <br /> conflicting messages from individual departments). <br /> 141. Improve organizational communication. <br /> 143. Improve the public's understanding of the multitude of county services provided by their tax <br /> dollars through a common look and feel, e.g., web and printed materials, "branding." <br /> 144. Improve the value of employee/retiree benefits, e.g., provide employees with an annual <br /> Total Compensation Summary. <br /> 146. Include a facility operational plan when developing new county construction-related <br /> projects. <br /> 147. Increase departmental ability to carry out HR-related functions. <br /> 149. Increase oversight and communication of departments by ACM. <br /> 151. Increase use of mobile technology (laptops, pdas, etc.) by county staff to achieve <br /> efficiencies. <br /> 152. Increase use of technology for records retention, filing, agendas and payroll. <br /> 157. Install automatic light switches in all county buildings to reduce energy consumption. <br /> 158. Institute public information program. <br /> 165. Maintain a fair, equitable and competitive pay system. <br /> 167. Maintain a high level of customer service that is attentive and responsive to the needs of <br /> employees, departments and the public. <br /> 168. Maintain an employee benefits program that meets the needs of employees and is <br /> competitive with other local governments and employers. <br /> 169. Maintain county buildings, facilities, and major operating systems to realize their expected <br /> life and functionality and provide cost-effective maintenance to ensure that county <br /> buildings, grounds and facilities provide attractive settings and a clean and comfortable <br /> environment for employees and the public. <br /> 170. Make better use of Orange County retirees and un-retirees in helping to improve the <br /> quality of life for all citizens. <br /> 172. Meet critical space needs for Health and Social Services <br /> 175. Modernize solid waste convenience centers to more efficiently and safely handle waste <br /> and recyclable materials, minimize impacts on surrounding neighborhoods, and maximize <br /> recyclable materials collection capability and capacity. <br /> 177. Moving to a paperless "agenda" process. <br /> 182. Partner with the Town of Hillsborough to establish a wireless network to help promote <br /> economic development in downtown Hillsborough - the county could provide wireless from <br /> county-owned buildings in downtown and technical assistance. <br /> 184. PI MS <br /> 199. Provide more web-based services to enhance customer service. <br /> 200. Provide services in a way that does not increase the digital divide. <br /> 202. Reduce county data security risks through gaps in the firewall to the intranet. <br /> 203. Reduce county government's emission of green house gases by 25% from 2006 levels by <br /> 2020. <br /> 206. Reduce stress and confusion on staff of receiving work requests from multiple <br /> management directions. <br />