Agenda - 04-16-2001-2 - Laserfiche WebLink

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4. On-going growth in the County's transportation program, needs and challenges to be addressed. 5. Increasing demand and possibilities for "e-government" that arise from the growth of the Internet as a citizen communication tool. Interlinked with this is the County's need for a coordinated, vigorous public information and communication program with the partnership of the County Manager's and County Commissioners' offices. Specific areas to be addressed include press releases, citizen inquiries, and comprehensive electronic calendar for all department heads, Gounty Manager's office, Clerk to the Board and County Commissioners. Such a program needs to take .full advantage of all available communications media including the Internet, mailings, press releases, brochures and others. Assessment Approach It is recommended that the County pursue an approach that focuses on specific areas. The attachment outlines five passible areas based on the above environmental changes. Such a focused approach offers the best opportunity for a successful, timely outcome. In this way, the work can be managed as well as the concerns and sensitivities that inevitably result fram such a study. Assessment Objectives In general, for the five focus areas shown on the attachment, the organizational assessment objectives would be to: 1. Inventory the functions and their current alignment within the County organization. 2. Assess the functional needs, including any unmet needs, and the environment. 3. Evaluate the operational effectiveness of the current organization; that is, the quality of the current operations and services,. 4. Evaluate how the current organization is responding to the needs and environment. 5. Given the effectiveness, needs and environment,- recommend the optimal structure/organization of these functions to achieve the County's work objectives Consultant and Staff Use To conduct this focused organizational assessment, staff recommends that the Board pursue the following: • Use of outside consulting assistance to complete the operational effectiveness evaluation component of the assessment listed in the' assessment objectives (Objectives 3 and 4 above). This would be accomplished through interviews that may include employees, involved department heads, citizen customers, County Commissioners, and the Manager. In concert with the internal staff as noted below, use of the outside consulting assistance to also complete the inventory and. assessment of the present functions and organizational structure and identify possible future directions.