Score: +2 (4/6/2)

Contra Costa County Grand Jury • 2011-2012

A Report by the 2011-2012 Contra Costa County Grand Jury*

Published: June 08, 2012 6 pages

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⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.

⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Note: Missing finding numbers detected: F4

Findings and Recommendations 4 findings

The County's mission statement provides a foundation upon which the County can begin to build a performance management process.

Related Recommendations (1)

The County should review information available regarding the development and implementation of a standard framework for performance management.

Many of the department goals stated in the County's budget document do not contain measurement metrics needed to establish clarity of purpose and measurability of progress.

Related Recommendations (1)

The County should adopt and implement a formalized, uniform performance management process, and identify funds to carry out this activity.

Performance management is now a recognized "best practice" in the public sector that can be applied in the County.

Related Recommendations (1)

The County should assign clear responsibility for managing and monitoring development and implementation of a performance management process.

No one has taken overall responsibility for implementing a performance management process Contra Costa County Grand Jury Report 1216 v5.0 in the County.

No recommendations for this finding

Agency Responses 2

Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.

CCC Board of Supervisors

July 24, 2012 • 4 pages • 7 responses • Score: 0 (+2, 3, -2) View Details ▾

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7 responses to findings and recommendations

The County's mission statement provides a foundation upon which the County can begin to build a performance management process.

Response: Agree Score: +1

Agree that the County's mission statement has provided a foundation upon which the County has begun to build a performance management process.

The County should review information available regarding the development and implementation of a standard framework for performance management.

Response: Implemented

Score: 0

This recommendation has been implemented. The County routinely reviews information available regarding development and implementation of best practices including those related to performance management.

Many of the department goals stated in the County's budget document do not contain measurement metrics needed to establish clarity of purpose and measurability of progress.

Response: Disagree Partially Score: 0

Partially disagree. Many of the department goals stated in the County's budget document do not contain measurement metrics. However many of these goals, such as the District Attorney's goal to continue efforts with other County justice partners towards design and implementation of a new case management information system, do provide clarity of purpose.

The County should adopt and implement a formalized, uniform performance management process, and identify funds to carry out this activity.

Response: Will Not Implement

Score: -1

The recommendation will not be implemented because it is not reasonable. Due to the size of the County and the complexity of developing a formalized, uniform performance management process, the County will not adopt such a program.

Performance management is now a recognized "best practice" in the public sector that can be applied in the County.

Response: Agree Score: +1

Agree.

The County should assign clear responsibility for managing and monitoring development and implementation of a performance management process.

Response: Implemented

Score: 0

The recommendation has been implemented. The County Administrator is responsible for managing and monitoring the county's performance management process.

No one has taken overall responsibility for implementing a performance management process Contra Costa County Grand Jury Report 1216 v5.0 in the County.

Response: Disagree Score: -1

Disagree. As described by the Grand Jury, the County Administrator has taken overall responsibility for implementing a performance management process in the County, the results of which are published annually in the County Budget document.

CCC Board of Supervisors, LAFCO, and Fire District Responses

September 05, 2012 • 42 pages • 5 responses • Score: +2 (+2, 3, 0) View Details ▾

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5 responses to findings and recommendations

The County should review information available regarding the development and implementation of a standard framework for performance management.

Response: Requires Analysis

Score: 0

The District also again observes that cost-saving actions are continually being pursued. All fire agencies and the County should conduct, on an individual 3. agency and county-wide basis, evaluations of alternative service models utilizing independent consultants with a history of analyzing fire agency challenges. RESPONSE: The District believes this recommendation requires further analysis because of the extensive actions and on-going analysis by LAFCO of the very provisions addressed by the recommendation - that is - the economical provision for efficient governmental services as analyzed un...

Many of the department goals stated in the County's budget document do not contain measurement metrics needed to establish clarity of purpose and measurability of progress.

Response: Agree Score: +1

Agree with the finding 2.

The County should adopt and implement a formalized, uniform performance management process, and identify funds to carry out this activity.

Response: Requires Analysis

Score: 0

We have participated in all of the LAFCO hosted discussions and actually started our own discussion in West Contra Costa County prior to the issue being raised officially by LAFCO. These discussions go back at least three years now with Pinole taking the lead with all of the west county Fire Chiefs, Union Presidents and some of the City Managers. To date, we are still talking about the same issue, looking at alternative service models that will work within the financial constraints that we are all facing. Finding Number 3 "Under their current operating models, it is not feasible for some fi...

The County should assign clear responsibility for managing and monitoring development and implementation of a performance management process.

Response: Requires Analysis

Score: 0

Finding Number 4 • "In the short term, to provide the service levels that the public currently expects, additional revenue must be found for some individual fire agencies". The City of Pinole agrees with this finding. Response: This is very true in that most of the agencies in our county are trying to get tax measures passed by the voters to sustain current operations even with reductions already in place. Perhaps we should be taking a look at a Fire Station Locator stud to determine where the optimum service coverage areas should be and then look at a capital improvement plan for implementati...

No one has taken overall responsibility for implementing a performance management process Contra Costa County Grand Jury Report 1216 v5.0 in the County.

Response: Agree Score: +1

Agree with the finding 5.

* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.