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12 <br />ample study time and focus. Because of the comprehensive nature of the evaluation <br />process, it is recommended that it be scheduled on a priority basis by the County <br />Manager for areas to be given this special and unique focus, rather than being <br />scheduled in each department every year. <br />c) The Committee recommends that the County use a model for this evaluation which <br />includes the following elements: <br />• Use of an in -house evaluation team designated by the County Manager, <br />which includes staff at the Assistant Manager and Department Head level. <br />• Involvement of affected departments in the process. <br />• Openness to new ideas and identifying and exploring options. <br />d) The recommended model is as follows: <br />1) Identify Services for Evaluation - The County Manager, in consultation <br />with department heads, should identify a priority list of operations and <br />resource requests for evaluation. In this, priority should be given to those <br />areas which have the greatest potential for cost savings and better efficiency. <br />2) Develop a clear statement of the Services and Benefit -The service should <br />be stated in clear, concise terms, defining what the service is; what <br />resources are used to provide the service; and, who benefits from the <br />service. The statement should identify whether the service is mandated. <br />3) Evaluate the Services - The following questions should be asked as each <br />service is reviewed: <br />a) Does any other agency, department, or government in the community <br />provide the same or similar service? <br />b) Are fees charged which could offset the cost of the service? If so, are <br />the fees covering the cost of the service? <br />c) If the service was discontinued, what would be the impact and to <br />whom? <br />d) How can automation be integrated to provide the service more <br />efficiently? Identify any one -time or up -front costs of automating a <br />service /process and identify the time necessary to pay -back the initial <br />investment. <br />e) Can organizational changes be implemented for more efficient <br />operations? That is, can services be centralized or decentralized <br />across program or departmental lines? <br />f) Is all the work being done necessary? Can any aspect of providing <br />the service be eliminated? If so, what are the consequences? <br />g) Is there a way to maximize staff level decision - making? <br />h) Can the service be consolidated by cross - training staff or sharing <br />resources across departmental lines? <br />5 <br />