Managing for Results
Draft Performance Plans 2018 - 2019
Presented to the Board of Supervisors
Damon Connolly PRESIDENT SUPERVISOR, DISTRICT 1
Katie Rice Dennis Rodoni SUPERVISOR, DISTRICT 2 SUPERVISOR, DISTRICT 4
Kathrin Sears Judy Arnold SUPERVISOR, DISTRICT 3 SUPERVISOR, DISTRICT 5
By Matthew Hymel County Administrator Acknowledgments
The following individuals are gratefully acknowledged for their contributions to the production of this book:
Dan Eilerman, Assistant County Administrator Angela Nicholson, Assistant County Administrator Bret Uppendahl, Budget Manager
Melissa Crockett, Management and Budget Analyst Charlotte Jourdain, Management and Budget Analyst Yvonne Shu, Management and Budget Analyst Joshua Swedberg, Management and Budget Analyst Kristi Villareal, Management and Budget Analyst
Laine Hendricks, Media Manager Brent Ainsworth, Media Specialist
Sandy Laird, Executive Assistant to the County Administrator Janis West, Administrative Assistant
Book production by Joshua Swedberg Original design by Talia Smith
Photos by Craig Solin, Peter Oppenheimer, and Brent Ainsworth
County Administrator 3501 Civic Center Drive, Suite #325 San Rafael, CA 94903 Phone: (415) 473-6358 Fax: (415) 473-4104 Email: [email protected]
All County publications are available in alternative formats upon request. Requests for accommodations may be made by calling (415) 473-6358 (Voice), (415) 473-3232 (TDD/ TTY) or by e-mail at [email protected]
Table of Contents
COUNTY OVERVIEW 9 Organizational Structure 10 MANAGING FOR RESULTS OVERVIEW 15 Countywide Goals 16
MARIN COUNTY PROFILE 19 Demographics 20 Comparison Counties 22
BUDGET OVERVIEW 27 Introduction to the Budget 28 Budget Charts 29 Proposed Budget Reductions 34
DEPARTMENT PERFORMANCE PLANS 43 Agriculture, Weights and Measures 45 Assessor-Recorder-County Clerk 51 Board of Supervisors 55 County Administrator’s Office 59 Child Support Services 63 Community Development Agency 67 County Counsel 73 Cultural Services 77 District Attorney 81 Elections 85 UC Cooperative Extension Farm Advisor 89 Department of Finance 95 Marin County Fire 101 Health and Human Services 105 Human Resources 111 Information Services and Technology 117 Table of Contents
Marin County Free Library 121 Marin County Parks 125 Probation 131 Public Defender 137 Public Works Department 141 Marin County Sheriff’s Office 147
8 County Organizational Structure Overview County Overview
COUNTY GOVERNMENT
Government Structure POPULATION BY JURISDICTION Marin County is a general law county that is a geographic and political subdivision of the State of California. Under Area Population % of Total the state constitution, counties are required to provide healthcare, welfare, and criminal justice programs, and Unincorporated 69,214 26% enforce state and federal laws. These services are provided San Rafael 60,842 23% to all residents within the county’s jurisdiction. Novato 54,522 21% In addition, Marin County provides regional services such Mill Valley 14,910 6% as libraries, parks and open space preserves, performing San Anselmo 12,937 5% arts facilities, weights and measures inspection, and Larkspur 12,572 5% pesticide regulation. The County also provides municipal Tiburon 9,508 4% services in unincorporated areas, such as police and fire protection, building inspection, and road maintenance. Corte Madera 9,486 4% Fairfax 7,571 3% Eleven incorporated cities and towns are located within Sausalito 7,327 3% Marin County, including the county seat of San Rafael. The central and most visible location of Marin County Ross 2,543 1% government is the Marin County Civic Center in San Belvedere 2,172 1% Rafael, which was designed by Frank Lloyd Wright and Total 263,604 is on the National Register of Historic Places. The Civic Center is home to a public library as well as many other California Department of Finance, January estimate for County services. It also houses the Hall of Justice, which 2017 includes court facilities and public safety departments. Organizational Structure The County organization is divided into five functional service areas that represent general categories of service to county residents:
• Health and Human Services • Public Safety • Administration and Finance • Community Development and Public Works • Community Services
These service areas are composed of 22 separate departments. A majority of the departments are directed by officials appointed by the Board of Supervisors, while the Assessor-Recorder-County Clerk, Sheriff-Coroner, and District Attorney are elected by residents to serve a four- year term.
The chart on the following page illustrates the County organizational structure by service area.
10 County Overview
MARIN COUNTY ORGANIZATION CHART
BOARD OF SUPERVISORS
COMMUNITY HEALTH AND ADMINISTRATION DEVELOPMENT COMMUNITY PUBLIC SAFETY HUMAN SERVICES AND FINANCE AND PUBLIC SERVICES WORKS
COMMUNITY AGRICULTURE, HEALTH AND CHILD SUPPORT COUNTY DEVELOPMENT WEIGHTS AND HUMAN SERVICES SERVICES ADMINISTRATOR AGENCY MEASURES
ASSESSOR - PLANNING AND DEPARTMENT OF DISTRICT ATTORNEY RECORDER - COUNTY CULTURAL SERVICES ADMINISTRATION PUBLIC WORKS CLERK
BEHAVIORAL HEALTH AND RECOVERY MARIN COUNTY FIRE COUNTY COUNSEL UCCE FARM ADVISOR SERVICES
PUBLIC HEALTH DEPARTMENT OF MARIN COUNTY PROBATION SERVICES FINANCE FREE LIBRARY
MARIN COUNTY SOCIAL SERVICES PUBLIC DEFENDER ELECTIONS PARKS
MARIN COUNTY HUMAN RESOURCES SHERIFF’S OFFICE
INFORMATION SERVICES AND TECHNOLOGY
RETIREMENT
11 County Overview
SUPERVISORIAL DISTRICT MAP
Damon Connolly DISTRICT 1
Katie Rice DISTRICT 2 5 4 Kathrin Sears DISTRICT 3 1 2 Dennis Rodoni DISTRICT 4
Judy Arnold DISTRICT 5 3
The current Marin County Board of Supervisors includes:
• District 1: Damon Connolly (President) • District 2: Katie Rice (2nd Vice President) • District 3: Kathrin Sears (Vice President) • District 4: Dennis Rodoni • District 5: Judy Arnold
The Board generally meets every Tuesday in the Board Chambers of the Civic Center to discuss and vote on all County policy items. The Board’s meeting schedule and agenda are posted weekly on the Board of Supervisors website, located at www.marincounty.org. Audio and video broadcasts of Board meetings (both live and archival) are also available online.
12 County Overview
Board of Supervisors The Board of Supervisors is both the legislative and executive body of Marin County government. The Board adopts policies, establishes programs, appoints non-elected department heads, and adopts annual budgets for all County departments. The Board of Supervisors also serves as the governing board for several special districts including the Open Space District, Flood Control District, Housing Authority, and Transit District. Each special district is distinct from the County and has separate roles, budgets and staff. Supervisors also serve on regional agencies and as ex-officio members on the boards of county service districts. The Board of Supervisors is a five-member board elected by district on the basis of population, as required by state law. Supervisors are elected on a non-partisan basis and serve for a term of four years. Supervisors also elect a President, Vice President, and Second Vice President annually among themselves.
County Administrator The County Administrator is appointed by and operates directly under the Board of Supervisors, providing research, information, recommendations, and management guidance and assistance.
The County Administrator’s Office (CAO) provides overall countywide coordination of programs and services. The CAO annually develops and administers the budget, prepares the County of Marin State and Federal Legislative Plan and oversees implementation of the County’s 5 Year Business Plan.
Boards and Commissions The Board of Supervisors has established advisory boards, committees and commissions to which it appoints residents to serve. The purpose of these appointed boards, committees and commissions is to provide opportunities for members of the community to participate in and act on matters of public concern. Some commissions are discretionary while others are mandated by state statute. Each commission represents the constituents of a specific issue, policy or program focus.
5 Year Business Plan To effectively adapt and respond to the complex issues facing our community, the County developed a countywide strategic vision that focuses our resources towards the highest priorities. The 5 Year Business Plan 2015-2020 is the culmination of a concerted effort to engage employees and collaborate with community leaders to identify how the County can be a more responsive government for the benefit of the community.
13 14 Managing for Countywide Goals Performance Management Framework Results Overview Managing for Results Overview
COUNTYWIDE GOALS
The mission of the County of Marin is to provide excellent services that support healthy, safe and sustainable communities; preserve Marin’s unique environmental heritage; and encourage meaningful participation in the governance of the County by all.
HEALTHY ENVIRONMENTAL COMMUNITIES PRESERVATION
• Improve community access to health services • Maintain and enhance open space • Provide community enrichment through cultural, • Support and promote the county’s agriculture heritage recreational, and learning opportunities • Protect the natural environment • Promote healthy lifestyles for county residents
SUSTAINABLE SAFE COMMUNITIES COMMUNITIES • Reduce traffic congestion by providing transportation • Ensure community safety through effective law choices enforcement and prevention • Support affordable housing opportunities • Promote a fair justice system through restorative and • Promote efficient resource and energy use therapeutic programs • Encourage collaboration with public/private • Reduce the risk of wildfires in partnership with our organizations community • Provide effective emergency preparedness and response COMMUNITY PARTICIPATION
• Encourage an informed and engaged community • Improve access to county facilities and services • Promote and support diversity
16 Managing for Results Overview County Overview
WHAT IS PERFORMANCE MANAGEMENT?
Performance management involves measuring the effectiveness of County programs in achieving community outcomes. To further define this strategy, the Board of Supervisors expressed its vision in becoming a well-managed county with the following elements:
• Results-oriented • Customer and community focused • Mission and values-driven • Collaboration and participation among all levels of the organization • Cycle and culture of continuous improvement • Budgets and business systems aligned with overall mission, values and goals
The County developed and implemented Managing For Results (MFR) to achieve this vision of a well-managed county. MFR is a tool that helps the County do the most important things well by identifying the County’s most important priorities, aligning department and program activities to reflect those priorities, and using measures to track progress in accomplishing them. Departments develop performance plans, which include their goals, initiatives, and measures to help inform and communicate strategic priorities.
CONTINUING TO GET BETTER Recognizing the need to continually improve performance management systems, in 2017 we assembled a Performance Management Working Group. The working group consists of Department Heads, Assistant Department Heads, employees at all levels of the organization, and community members. In October 2017, that group, along with County Department Heads, attended a three-day training on becoming a high performing organization. County Department Heads continue to work together as a newly formed Executive Leadership Team to strengthen the County organization.
As an initial step, the Performance Management Working Group asked each department to develop one initiative for FY 2018-19 that engages department employees and includes meaningful metrics that indicate success or improvement. We are happy to present those initiatives to the Board of Supervisors at the March Budget Workshop.
The Performance Management Working Group is on track to deliver updated performance management tools and recommendations by July 2018. The revised format will be presented to the Executive Leadership Team for adoption and will be rolled out to County departments in the fall of 2018.
17 18 MARIN DEMOGRAPHICS COUNTY COMPARISON COUNTIES COMMUNITY INDICATORS PROFILE Marin County Profile
DEMOGRAPHICS
Total Population
2017 263,604
2016 263,150
2015 262,305
Ethnicity by Population
72% WHITE 4% OTHER, TWO OR MORE 16% HISPANIC RACES 6% ASIAN 2% AFRICAN AMERICAN
Total Population: California Department of Finance, January 2017 Pop. by Ethnicity: U.S. Census Bureau, 2017 American Community Survey
20 Marin County Profile
ECONOMIC TRENDS $1,400,000
Median Home Sale Prices $1,235,000 $1,165,000 $1,200,000 $1,200,000 $1,100,100
$999,000 $1,000,000 $1,000,000 $882,369 $819,000
$800,000 $800,000 $676,500
$600,000 $600,000 $523,000
$400,000 $400,000 $334,000
$200,000 $200,000
$- 1995 2000 2005 2010 2013 2014 2015 2016 2017 Annual Unemployment Rate
California San Francisco Bay Area 12% Marin County
10%
8%
6% 4.5%
4% 3.6%
2.3% 2% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Marin County Bay Area California
Median Home Sale Price: Marin County Assessor - all single family homes (attached and detached), 2018 Unemployment Rate: U.S. Department of Labor, Bureau of Labor Statistics, 2018 (Adj. regional; nonadjusted. for County)
21 Marin County Profile
COMPARISON COUNTIES
Napa pop. 142,365
Sonoma pop. 505,120
Marin pop. 263,604
San Mateo pop. 770,203
Santa Cruz pop. 276,603
Monterey pop. 442,365
San Luis Obispo pop. 280,101
Santa Barbara pop. 450,663
To measure performance and better understand common challenges, we look at these Comparison Counties because they share similiar economic, geographic and social characteristics with the County of Marin.
22 Marin County Profile
Population Density per Square Mile | Percent of Population in Unincorporated Areas
San Luis Obispo 85 43%
Monterey 130 24%
Santa Barbara 164 32%
Napa 190 19%
Sonoma 320 30%
Marin 507 26%
Santa Cruz 621 49%
San Mateo 1,719 9%
Percent of Population 45 Years and Over
55%
50%
45%
40%
35% Monterey Santa Santa San San Luis Napa Sonoma Marin Barbara Cruz Mateo Obispo Average Travel Time to Work (Minutes; Non-carpool) 32 32 20 22 23 23 26 27
Santa San Luis Sonoma Santa Napa Monterey San Mateo Marin Barbara Obispo Cruz
Percent of Population 45 Years and Over: California Department of Finance, Demographics Estimates E-1 Average Travel Time to Work: U.S. Census Bureau, 2016 American Community Survey 23 Marin County Profile
Budgeted County Expenditure County Employees (per resident, all funds) (per 1,000 residents) Napa $3,523 Monterey 11.9 San Mateo $3,448 San Luis Obispo 10.4 Santa Barbara $3,288 Napa 10.4 Monterey $2,777 Santa Barbara 9.6 Marin $2,587 Santa Cruz 8.7 San Luis Obispo $2,106 Marin 8.5 Sonoma $2,076 Sonoma 8.1 Santa Cruz $1,997 San Mateo 7.6
Unemployment Rate Per Capita Income (September 2017) $115,952 Marin $105,721 San Mateo 2.9% 2.7% $65,805 Napa $59,455 Santa Cruz San Mateo Marin $56,567 Sonoma $56,048 Santa Barbara 3.2% 3.6% $52,448 Monterey
Sonoma San Luis Obispo $51,442 San Luis Obispo
3.2% 4.1%
County Employees and Expenditures: Napa Santa Barbara Adopted FY 2017-18 Proposed Budgets: Schedule 1 (Total Governmental Funds. excluding Special Districts & Other Agencies and Enterprise Funds); FTE schedules 4.7% 4.7% Unemployment Rate: U.S. Department of Labor, Bureau of Labor Statistics, 2017 Per Capita Income: U.S. Department Santa Cruz Monterey of Commerce Bureau of Economic Analysis, 2016
24 25 26 Budget Introduction Budget Budget Summary Overview Budget Reductions Overview Budget Overview
Introduction to the Budget The County budget represents the annual spending and department work plans based on countywide priorities. It also serves as a tool to inform the community about County government. Our objective in preparing the budget is to make fiscally responsible recommendations in an open and transparent manner that are consistent with long-term priorities.
The March Budget Workshops are an important step in the County’s annual budget process. They provide an opportunity for County departments to highlight high-priority strategic planning initiatives as well as an opportunity for community involvement and feedback into the budget planning process.
The Board has identified the following community priorities to guide our budget preparation:
• Preserving affordable housing • Prioritizing racial equity • Investing in County infrastructure • Addressing climate change and adapting to sea level rise • Balancing the two-year budget • Improving emergency preparedness
All three independent bond rating agencies have affirmed Marin County’s AAA rating, citing a strong local economy, sound fiscal management and a proactive approach to reducing unfunded retiree liabilities. However, due to the slowing of local revenue sources, increasing personnel costs, and deferred maintenance needs, the County of Marin is projecting a General Fund budget shortfall beginning in FY 2018-19.
28 Budget Overview Budget Overview
Expenditures by Service Area
ALL FUNDS
3% 8%
34% 13%
15%
27%
FY 2017-18 Total All Funds Expenditure Budget $554.6 Million
Expenditures Health and Human Services $188,560,768 34% Public Safety $147,557,644 27% Administration and Finance $85,103,456 15% Community Development and Public Works $70,668,572 13% Community Services $44,373,525 8% Non-Departmental $18,325,166 3% Total $554,589,131
29 Budget Overview Budget Overview
Net County Cost by Service Area
GENERAL FUND
3%
9%
24%
26%
37%
FY 2017-18 Total Net County Cost $213 Million
Net County Cost Health and Human Services $51,207,679 24% Public Safety $79,111,965 37% Administration and Finance $55,707,326 26% Community Development and Public Works $19,750,987 9% Community Services $7,209,117 3% Total $212,987,074
30 Budget Overview Budget Overview
Revenues and Expenditures by Type
ALL FUNDS
6% 7%
Revenues Taxes $230,327,883 42% Fees and Service Charges $60,021,701 11% 42% Intergovernmental $192,928,589 35% Miscellaneous $40,006,497 7% Use of Fund Balance $31,304,461 6% Total Revenues $554,589,131
35%
11% FY 2017-18 Revenues
10%
Expenditures Salaries and Benefits $350,776,955 63% Services and Supplies $148,156,587 27% Other Charges $55,655,589 10% Total Expenditures $554,589,131
27%
63%
FY 2017-18 Expenditures
31 Budget Overview
ALL FUNDS
Use of Fund FY 2017-18 Proposed Expenditures Revenues Balance FTE Health and Human Services General Administration 7,436,854 0 7,436,854 71.00 Behavioral Health and Recovery Services 63,634,812 49,240,884 14,393,928 157.00 Public Health Services 31,185,381 20,521,528 10,663,853 111.12 Social Services 86,303,721 67,590,677 18,713,044 352.50 Health and Human Services Total 188,560,768 137,353,089 51,207,679 691.62 Public Safety Child Support Services 5,119,631 5,119,631 0 31.00 District Attorney 18,120,904 8,681,056 9,439,848 83.60 Marin County Fire 24,672,013 16,927,283 7,744,730 89.00 Probation 21,753,012 10,253,293 11,499,719 111.97 Public Defender 7,978,691 1,895,059 6,083,632 37.50 Marin County Sheriff’s Office 69,913,393 25,569,357 44,344,036 312.00 Public Safety Total 147,557,644 68,445,679 79,111,965 665.07 Administration and Finance Board of Supervisors 3,758,649 82,000 3,676,649 21.00 County Administrator’s Office 20,637,913 13,775,023 6,862,890 19.50 Assessor-Recorder-County Clerk 10,560,302 4,066,053 6,494,249 77.75 County Counsel 5,534,643 630,000 4,904,643 23.00 Department of Finance 9,588,636 3,601,808 5,986,828 65.00 Elections 3,177,644 1,026,000 2,151,644 10.00 Human Resources 6,449,437 0 6,449,437 37.00 Information Services and Technology 22,660,232 3,479,246 19,180,986 99.00 Retirement 2,736,000 2,736,000 0 20.00 Administration and Finance Total 85,103,456 29,396,130 55,707,326 372.25 Community Development & Public Works Community Development Agency 17,142,910 11,993,410 5,149,500 87.50 Department of Public Works 53,525,662 34,524,326 19,001,336 246.03 Community Development & Public Works Total 70,668,572 46,517,736 24,150,836 333.53 Community Services Agriculture, Weights and Measures 2,556,232 1,124,825 1,431,407 13.00 Cultural Services 3,870,462 2,234,856 1,635,606 15.50 UCCE Farm Advisor 309,202 3,500 305,702 2.00 Marin County Free Library 17,499,304 16,137,853 1,361,451 104.25 Marin County Parks 20,138,325 16,301,923 3,836,402 54.55 Community Services Total 44,373,525 35,802,957 8,570,568 189.30 Non-Departmental Non-Departmental Total 18,325,166 205,769,079 (187,443,913) 0.00
All Funds Total 554,589,131 523,284,670 31,304,461 2,251.77
32 Budget Overview
GENERAL FUND
Net % Cost FY 2017-18 Proposed Expenditures Revenues County Cost Covered Health and Human Services General Administration 7,436,854 0 7,436,854 0% Behavioral Health and Recovery Services 62,238,931 47,845,003 14,393,928 77% Public Health Services 31,185,381 20,521,528 10,663,853 66% Social Services 85,846,357 67,133,313 18,713,044 78% Health and Human Services Total 186,707,523 135,499,844 51,207,679 73% Public Safety Child Support Services 1,112,495 1,112,495 0 100% District Attorney 15,042,113 5,602,265 9,439,848 37% Marin County Fire 24,672,013 16,927,283 7,744,730 69% Probation 17,274,050 5,774,331 11,499,719 33% Public Defender 7,978,691 1,895,059 6,083,632 24% Marin County Sheriff’s Office 68,360,889 24,016,853 44,344,036 35% Public Safety Total 134,440,251 55,328,286 79,111,965 41% Administration and Finance Board of Supervisors 3,758,649 82,000 3,676,649 2% County Administrator’s Office 10,192,738 3,329,848 6,862,890 33% Assessor-Recorder-County Clerk 10,225,967 3,731,718 6,494,249 36% County Counsel 5,534,643 630,000 4,904,643 11% Department of Finance 9,588,636 3,601,808 5,986,828 38% Elections 3,177,644 1,026,000 2,151,644 32% Human Resources 6,449,437 0 6,449,437 0% Information Services and Technology 21,158,832 1,977,846 19,180,986 9% Administration and Finance Total 70,086,546 14,379,220 55,707,326 21% Community Development & Public Works Community Development Agency 6,693,461 2,217,587 4,475,874 33% Department of Public Works 29,336,214 14,061,101 15,275,113 48% Community Development & Public Works Total 36,029,675 16,278,688 19,750,987 45% Community Services Agriculture, Weights and Measures 2,556,232 1,124,825 1,431,407 44% Cultural Services 3,870,462 2,234,856 1,635,606 58% UCCE Farm Advisor 309,202 3,500 305,702 1% Marin County Free Library 0 0 0 N/A Marin County Parks 6,244,842 2,408,440 3,836,402 39% Community Services Total 12,980,738 5,771,621 7,209,117 44% Non-Departmental Non-Departmental Total 524,999 187,968,912 (187,443,913) N/A
General Fund Total 440,769,732 415,226,571 25,543,161 N/A
33 Budget Overview
BUDGET REDUCTIONS In December 2017, your Board directed General Fund departments to work with the County Administrator’s Office to develop budget reduction proposals that address a projected budgetary shortfall of $5.6 million over the next two years. The March Budget Workshop includes a discussion of the County Administrator’s recommended actions to balance the General Fund budget, as summarized below:
The process for balancing the General Fund budget can be separated into three distinct phases. In 2017 the County closed medical and dental clinics and transferred the patient care services to Marin Community Clinics (MCC), which resulted in a net ongoing savings to the General Fund of $1.5 million. Over the past few months, County departments have identified an additional $3.0 million in ongoing budgetary savings.This is comprised of expenditure reductions, countywide efficiency savings, and enhanced revenue collection opportunities.The final phase of the budget balancing process will occur next year as part of department-specific attrition management plans.
34 Budget Overview
BUDGET REDUCTIONS PROPOSALS
FY 2018-19 FY 2019-20 FTE Agriculture, Weights & Measures Recommended Decrease extra hire budget ($3,500) ($3,500) Decrease services and supplies budget ($3,500) ($3,500) Pesticide Mill Assessment revenue ($5,000) ($5,000) Increase Farmers Market inspection revenue ($8,000) ($8,000) Recommended Total ($20,000) ($20,000) Not Recommended Decrease extra hire budget ($28,160) ($28,160) Not Recommended Total ($28,160) ($28,160) Agriculture, Weights & Measures Total ($48,160) ($48,160)
Assessor, Recorder, County Clerk Recommended Decrease extra hire budget ($13,500) ($13,500) Executive Management restructuring $0 ($22,913) Increase DA Fraud Fee administrative reimbursement ($35,000) ($35,000) Increase SB2 administrative reimbursement ($100,000) ($100,000) Recommended Total ($148,500) ($171,413) Not Recommended Attrition management $0 ($90,198) Fee study ($35,000) ($35,000) Not Recommended Total ($35,000) ($125,198) Assessor, Recorder, County Clerk Total ($183,500) ($296,611)
Board of Supervisors Recommended Decrease extra hire budget ($12,500) ($12,500) Assessment Appeals Board (AAB) processing fees ($20,000) ($20,000) Recommended Total ($32,500) ($32,500) Not Recommended Attrition management $0 ($90,336) Not Recommended Total $0 ($90,336) Board of Supervisors Total ($32,500) ($122,836)
35 Budget Overview
FY 2018-19 FY 2019-20 FTE Community Development Agency Recommended Eliminate vacant part-time Accountant I ($56,510) ($57,923) (0.50) Reorganization in Current Planning and ($31,141) ($32,075) Building Permit inspections Convert vacant Senior Planner to Planner ($20,201) ($20,706) Recommended Total ($107,852) ($110,704) (0.50) Not Recommended Attrition management $0 ($83,802) Not Recommended Total $0 ($83,802) Community Development Agency Total ($107,852) ($194,506) (0.50)
County Administrator Recommended Decrease extra hire budget ($30,000) ($30,000) Decrease training budget ($30,000) ($30,000) Decrease services and supplies budget ($15,000) ($15,000) Recommended Total ($75,000) ($75,000) Not Recommended Decrease travel, training and publication budget ($42,000) ($42,000) Decrease services and supplies budget ($52,000) ($52,000) Not Recommended Total ($94,000) ($94,000) County Administrator Total ($169,000) ($169,000)
County Counsel Recommended Decrease extra hire budget ($87,000) ($87,000) Decrease services and supplies budget ($30,650) ($30,650) Recommended Total ($117,650) ($117,650) Not Recommended Attrition management $0 ($117,572) Not Recommended Total $0 ($117,572) County Counsel Total ($117,650) ($235,222)
36 Budget Overview
FY 2018-19 FY 2019-20 FTE Cultural Services Recommended Staff reorganization ($17,257) ($34,514) Recommended Total ($17,257) ($34,514) Not Recommended Decrease services and supplies budget ($20,000) ($19,238) Not Recommended Total ($20,000) ($19,238) Cultural Services Total ($37,257) ($53,752)
District Attorney Recommended Eliminate vacant Deputy District Attorney II ($205,253) ($210,384) (1.00) Increase SB 1020 realignment revenue ($4,533) ($4,533) Recommended Total ($209,786) ($214,917) (1.00) Not Recommended Attrition management ($214,917) ($214,917) Not Recommended Total ($214,917) ($214,917) District Attorney Total ($424,703) ($429,834) (1.00)
Elections Recommended Consolidate GIS mapping schedule ($20,000) ($20,000) Decrease office supplies and printing cost budget ($36,000) ($36,000) Decrease travel and transportation budget ($4,000) ($4,000) Recommended Total ($60,000) ($60,000) Not Recommended Decrease services and supplies budget ($40,500) ($40,500) Not Recommended Total ($40,500) ($40,500) Elections Total ($100,500) ($100,500)
37 Budget Overview
FY 2018-19 FY 2019-20 FTE Finance Recommended SB107 Revenue ($25,000) ($25,000) Decrease services and supplies budget ($60,000) ($60,000) Recommended Total ($85,000) ($85,000) Not Recommended Attrition management ($188,719) ($188,719) (1.00) Not Recommended Total ($188,719) ($188,719) (1.00) Finance Total ($273,719) ($273,719) (1.00)
Fire Recommended Wildland fire protection reimbursements ($78,000) ($78,000) Recommended Total ($78,000) ($78,000) Not Recommended Reduction in Tam Crew services $0 ($219,479) Not Recommended Total $0 ($219,479) Fire Total ($78,000) ($297,479)
Health and Human Services Recommended Restructure Chronic Care Management Program ($147,577) ($150,528) (1.00) Attrition management $0 ($500,000) Recommended Total ($147,577) ($650,528) (1.00) Not Recommended Attrition management $0 ($97,710) Not Recommended Total $0 ($97,710) Health and Human Services Total ($147,577) ($748,238) (1.00)
Human Resources Recommended Eliminate vacant Personnel Analyst II ($164,050) ($168,975) (1.00) Recommended Total ($164,050) ($168,975) (1.00) Not Recommended Decrease services and supplies budget ($53,000) ($142,000) Not Recommended Total ($53,000) ($142,000) Human Resources Total ($217,050) ($310,975) (1.00)
38 Budget Overview
FY 2018-19 FY 2019-20 FTE Information Services and Technology Recommended Eliminate vacant ERP Sr Analyst ($178,070) ($181,810) (1.00) Convert vacant Principal Systems Support Analyst to a ($39,286) ($40,267) Senior Systems Support Analyst Convert vacant Senior Programming Analyst to a ($12,790) ($13,110) Program Analyst III Attrition management $0 ($159,875) (1.00) Recommended Total ($230,146) ($395,062) (2.00) Not Recommended Attrition management $0 ($469,000) Not Recommended Total $0 ($469,000) Information Services and Technology Total ($230,146) ($864,062) (2.00)
Parks Recommended Decrease services and supplies budget ($100,000) ($100,000) Recommended Total ($100,000) ($100,000) Not Recommended Decrease extra hire budget ($69,149) ($69,149) Not Recommended Total ($69,149) ($69,149) Parks Total ($169,149) ($169,149)
Probation Recommended Reduce training budget ($35,000) ($35,000) Decrease print and publication budget ($25,335) ($25,335) Reduce Juvenile Hall Cook to 0.75 FTE(voluntary)* ($23,041) ($23,041) (0.25) Reduce Juvenile Hall Housekeeper to 0.75 FTE (voluntary)* ($23,040) ($23,040) (0.25) Attrition management ($150,000) (1.00) Convert vacant Senior Deputy Probation Officer to Deputy ($8,753) ($8,972) Probation Officer II Convert vacant Senior Deputy Probation Officer to Deputy ($8,753) ($8,972) Probation Officer II* Recommended Total ($123,922) ($274,360) (1.50) Not Recommended Attrition management ($253,740) (2.00) Not Recommended Total ($253,740) (2.00) Probation Total ($123,922) ($528,100) (3.50)
39 Budget Overview
FY 2018-19 FY 2019-20 FTE Public Defender Recommended Eliminate vacant Legal Process Specialist ($109,324) ($112,057) (1.00) Attrition management $0 ($35,268) (0.20) Recommended Total ($109,324) ($147,325) (1.20) Not Recommended Attrition management ($148,176) ($147,325) Not Recommended Total ($148,176) ($147,325) Public Defender Total ($257,500) ($294,650) (1.20)
Public Works Recommended Restructure Building Maintenance Program ($27,410) ($28,094) Eliminate vacant Technology Systems Support Specialist II ($149,040) ($152,020) (1.00) Eliminate vacant Reprographic Technician ($104,257) ($106,863) (1.00) Eliminate vacant part-time Office Assistant III ($44,507) ($45,842) (0.50) Recommended Total ($325,214) ($332,819) (2.50) Not Recommended Attrition management ($211,412) ($290,672) (2.00) Not Recommended Total ($211,412) ($290,672) (2.00) Public Works Total ($536,626) ($623,491) (4.50)
Sheriff Recommended Ballistic Vest Grant ($28,000) ($28,000) Fee Enhancements ($198,000) ($198,000) Parking Fine Collection ($221,000) ($221,000) Elimination of Sheriff Sergeant ($48,863) ($58,170) (1.00) Recommended Total ($495,863) ($505,170) (1.00) Not Recommended Elimination of Sheriff Deputy in the ($189,014) ($189,014) (1.00) DEA Prescription Drug Abuse Task Force Elimination of Sheriff Deputies in the Marine Patrol Program ($378,028) ($378,028) (2.00) Elimination of Sheriff Service Assistant in the Jail ($91,552) ($91,552) (1.00) Elimination of Sheriff Deputies in the Jail Re-Entry Program ($378,028) ($378,028) (2.00) Elimination of Sheriff Deputy in the ($189,014) ($189,014) (1.00) School Resource Officer Program
40 Budget Overview
FY 2018-19 FY 2019-20 FTE Reduction of staffing levels in the Office of Emergency Services ($223,459) ($229,046) (2.00)
Not Recommended Total ($1,449,095) ($1,454,682) (9.00) Sheriff Total ($1,944,958) ($1,959,852) (10.00)
UCCE Farm Advisor Recommended Reduce vacant OA III to 0.9 FTE ($9,110) ($9,385) (0.10) Recommended Total ($9,110) ($9,385) (0.10) Not Recommended Decrease services and supplies budget ($1,280) ($1,280) Not Recommended Total ($1,280) ($1,280) UCCE Farm Advisor Total ($10,390) ($10,665) (0.10)
Countywide Proposals Recommended Changes to technology procurement and replacement program ($100,000) ($200,000) Changes to countywide fleet policies and procedures ($30,000) ($60,000) Changes to countywide insurance, maintenance ($250,000) ($275,000) and procurement procedures Countywide Proposals Total ($380,000) (535,000.00)
Previously Approved Health and Human Services HHS dental and medical clinic closure ($1,446,146) ($1,475,068) (23.00) Previously Approved Total ($1,446,146) ($1,475,068) (23.00)
Summary FY 2018-19 FY 2019-20 FTE All Budget Reduction Proposals ($7,036,305) ($9,740,869) (48.80) All Recommended Budget Reductions ($4,482,897) ($5,593,390) (34.80)
41 42 Department Mission Statement Performance Department Overview Goals and Initiatives Plans Performance Measures 44 Agriculture, Weights and Measures PERFORMANCE PLAN • FY 2018 - 19
The mission of the Agriculture, Weights and Measures Department is to serve the public’s interest by ensuring equity in the marketplace, promoting and protecting agriculture, protecting environmental quality and the health and welfare of Marin County’s residents.
Department Overview FY 2017-18 Approved Budget The Agriculture, Weights and Measures Department Revenue ($1,124,825) includes the following program areas: Expense $2,556,232 • Agriculture Net County Cost $1,431,407 • Weights and Measures FTE 13
The Agriculture division’s mission is achieved through implementation of sustainable agricultural and regulatory programs, including organic certification; invasive pest prevention, management, and eradication; education on Integrated Pest Management (IPM) principles and strategies; pesticide use enforcement, direct marketing, nursery, seed, egg, and apiary inspections; non-lethal Livestock Protection Program; and various other activities. Additionally, the department collaborates with the Marin Farm Advisor/UCCE Cooperative Extension on sustainable agricultural issues to support the agricultural industry.
The Weights and Measures division’s mission is achieved through price accuracy of a commodity at the time of sale to ensure that every person receives the lowest, and not greater than the posted price, through testing and sealing gas pumps, electric, taxi, water, liquid petroleum, and other similar devices; testing of all weighing devices such as scales at grocery check-out stations, deli scales, and livestock scales; Point of Sale Systems; inspection of advertising, signage, and labeling on petroleum and automotive products; and oversight of service agents that are responsible for repairing commercial devices.
45 Agriculture, Weights and Measures PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Prevent the introduction and spread of exotic and invasive species
Goal II: Ensure pesticides are used safely and appropriately
Goal III: Encourage sustainable agricultural practices
Goal IV: Maintain a fair and equitable marketplace
Initiatives
♦♦ Provide outreach and training to all growers and schools and licensed daycare facilities regarding the new state rules related to agricultural pesticide use near schoolsites
♦♦ Work with the County Administrator’s Office and the Information Services Technology Department to identify organic certification software options that would support the Marin Organic CertifiedAgriculture (MOCA) program
♦♦ Increase the number of MOCA program operations by 11 percent and total certified organic acreage by 7 percent
♦♦ Collaborate with the Community Development Agency, the Farm Advisor, and other organizations on strategies such as the Marin Carbon Project and Marin County’s Climate Action Plan to reduce greenhouse gas emissions
♦♦ Provide outreach and training to all growers and schools and licensed daycare facilities regarding new state regulations related to agricultural pesticide use near school sites
♦♦ Fully incorporate the California Pesticide Enforcement Activities Tracking System (CalPEATS) into our Pesticide Use Enforcement program to help ensure pesticides are used safely and appropriately
♦♦ Continue to encourage staff to take license exams, attend deputy area group meetings, conferences, and professional development courses and trainings with 100 percent of staff attending at least one course and/or training annually
♦♦ Identify plant pests and recommend Integrated Pest Management (IPM) approaches for long-term control such as the use of cultural, biological, and mechanical control methods
♦♦ Hold meetings with partner organizations, the agricultural industry, and other groups to address invasive weed issues in Marin County, such as Japanese knotweed, wooly distaff thistle, purple starthistle
♦♦ Verify MOCA operations are complying with the Organic System Plan requirements to ensure the program overall maintains compliance with the National Organic Program requirements
46 Agriculture, Weights and Measures PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
MOCA Number of operations in the Marin Organic Certified Agriculture (MOCA) program 52 54 52 52 54 60 Number of acres organically farmed 33,775 32,471 34,624 31,557 32,000 34,330 Consumer Protection Number of retail fuel (e.g., gas, diesel, etc.) meters inspected 1,186 1,139 766 759 1,150 860 Percent accuracy of fuel meters 99% 100% 98% 96% 99% 98% Number of retail businesses inspected to verify compliance with advertised or posted pricing 234 206 257 224 215 200 Percent of businesses complying with scanner regulations 80% 81% 87% 83% 82% 84% Number of taxi meters inspected 92 137 102 58 95 85 Percent accuracy of taxi meters 98% 97% 95% 98% 98% 97% Number of computing and counter scales inspected 443 435 405 426 410 420 Percent accuracy of computing and counter scales 95% 96% 96% 94% 96% 96% Pesticide Enforcement and Management Number of pesticide complaints received 7 8 6 5 N/A N/A Number of confirmed non-agricultural related pesticide illnesses 3 2 9 3 N/A N/A
47 Agriculture, Weights and Measures PERFORMANCE PLAN • FY 2018 - 19
Story Behind Performance
MOCA Approximately 70% of the acreage MOCA certifies is located in Marin County, 29.5% in Sonoma County, and 0.5% in Riverside County.
The department intends to maintain the current level of operations and organic acreage in the program until a final solution is found to address the back-log of operations wanting to be certified by MOCA. Consumer Protection The percent accuracy of fuel meters will often fluctuate due to meters that are over- dispensing or under-dispensing. Meters that over-dispense are providing more fuel to the consumer. These devices are still considered out of tolerance, but in the consumers favor. Overall the accuracy of these devices is excellent and the consumer is well protected from fraudulent activities. Pesticide Complaints are received directly from a complainant or through a Doctor’s First Report. Enforcement and Doctors are required by law to report potential pesticide illnesses within 24 hours to Management the state. Pesticide complaints that were not confirmed to be non-agricultural pesticide illnesses were determined through investigation not to be pesticide related.
48 49 50 Assessor-Recorder-County Clerk PERFORMANCE PLAN • FY 2018 - 19
The mission of the Marin County Assessor-Recorder-County Clerk is to uphold state law and local ordinances with integrity in a fair, efficient and consistent manner, while providing excellent customer service in the areas of Assessment, Recording and Clerk processes.
Core Values As we carry out our mission, we collectively and individually • Archiving official records and making birth, death, strive to uphold the County values of respect, trust, marriage and military discharge records available integrity, diversity, equality, excellence, accountability, • Providing certified copies of documents and maps innovation and collaboration. • Collecting Documentary Transfer Tax • Issuing public and confidential marriage licenses Vision • Performing civil marriage ceremonies The Marin County Assessor-Recorder-County Clerk • Processing fictitious business names (ARCC) is a statewide leader and model of excellence • Registering domestic partnerships, notary oaths, regarding technology, ethics, customer service, best professional photocopiers and process servers practices and standards. ARCC strives to continually • Maintaining oaths of office and the roster of public pursue education, training and professional development agencies for its staff, as well as maximize technology and data • Providing excellent customer service at three public analysis. counters • Offering expert information regarding tax assessment, Department Overview recording and clerk processes in a timely and The Assessor-Recorder-County Clerk’s primary responsive manner responsibilities, as governed by law, pertain to the • Providing representation in statewide professional preparation of the assessment roll, including, but not limited organizations in all three office disciplines to, all locally assessable real, business and personal property within the County; the recordation, maintenance and preservation of official, vital and historic records; FY 2017-18 Approved Budget and the processing of oaths of office, marriage licenses, Revenue ($4,066,053) performance of civil ceremonies and the issuance and registration of a variety of legal documents. Expense $10,560,302 Net County Cost $6,494,249 Some of the services the department offers include: FTE 77.75
• Administering property tax law to produce the assessment roll • Establishing and maintaining a set of County-wide maps for assessment purposes • Determining assessment change in ownership, exemptions and exclusions • Conducting audits of business and personal property • Participating in Assessment Appeal Board hearings and/or court-related proceedings • Recording, indexing and maintaining documents and maps pertaining to real property 51 Assessor - Recorder - County Clerk PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Meet legal mandates to ensure uniformity, equity and fair treatment of taxpayers and the public, including: closing the assessment roll on time to enable the collection of taxes to support local schools, cities and the County; maintaining public records, documents of real property and other documents; and issuing marriage licenses, fictitious business name statements and performing civil ceremonies
Goal II: Enhance operational effectiveness and efficiency
Goal III: Invest in our staff — the department’s number one resource
Initiatives
♦♦ Utilizing an employee committee, conduct public outreach and present to local organizations, professional groups or businesses, with the goal of enhancing public knowledge about ARCC’s services
♦♦ Annually complete the local assessment roll on or before July 1 as required by the California Constitution and the Revenue & Taxation Code
♦♦ Expand e-recording capacity from eight national submitters and two government-to-government submitters to at least three more eligible submitters
♦♦ Complete online shopping cart in the Recorders Office for Official Records, thereby enhancing the public’s ability for self-service and reducing manual data entry done by staff to process emailed or faxed requests. Once complete, analyze other ARCC counter services across three divisions for applicability of an online shopping cart
52 Assessor - Recorder - County Clerk PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Actual Projection
Assessment Roll Total number of properties on the secured equalized assessment roll 96,321 96,243 69,235 96,235 96,174 96,200 Total number of properties on the unsecured equalized assessment roll N/A N/A 13,941 13,941 14,115 14,000 Number of real property parcels in a “decline status” on the equalized assessment roll 20,686 14,651 5,912 5,943 4,203 3,000
Calendar Year Performance 2013 2014 2015 2016 2017 2018 Measures Actual Actual Actual Actual Actual Projection
Real Estate Trends Median price of a single family home (detached) 882,369 999,000 1,100,100 1,165,000 1,235,000 N/A Number of residential sales per year (detached and attached) 3,452 3,348 3,289 2,947 3,249 3,000 Public Records Processing Total number of documents examined, recorded, scanned and indexed (processed) 102,537 68,317 67,765 71,662 61,278 69,000 Total number of Fictitious Business Name filings 2,672 2,643 2,513 2,442 2,342 2,500 Total number of marriages performed 622 655 586 626 632 600
Story Behind Performance
Real Estate Trends The number of parcels in a decline status continues to decrease as the local housing market continues to be robust. The volume of residential real estate sales activity from 2012 through June 2018 averages more than 3,000 sales per year and is reflective of a strong market with increasing values.
53 54 Board of Supervisors PERFORMANCE PLAN • FY 2018 - 19
The mission of the County of Marin is to provide excellent services that support healthy, safe, and sustainable communities; preserve Marin’s unique environmental heritage; and encourage meaningful participation in the governance of the County by all.
Department Overview FY 2017-18 Approved Budget Under California’s constitution and laws, the Board of Revenue ($82,000) Supervisors serves as the legislative and executive body of Expense $3,758,649 Marin County. The members are elected by district and are required to live in the districts they represent. Supervisors’ Net County Cost $3,676,649 terms are four years and two or three supervisors are FTE 21 elected every two years.
The Supervisors also serve as the governing board of the Open Space District, Marin County Free Library, flood control zones, lighting district, County service areas, and sewer maintenance districts. The Board enacts ordinances, determines policies, adopts budgets, sets salaries, ensures that mandated functions are properly discharged, and supervises County departments.
Board of Supervisors includes the following programs: • Board of Supervisors • Clerk of the Board
55 Board of Supervisors PERFORMANCE PLAN • FY 2018 - 19
TWO-YEAR PERFORMANCE PLAN Countywide
Goal I: Create a community that supports equity and addresses issues of racial inequality
Goal II: Make cost effective investments to maintain County infrastructure
Goal III: Create a sustainable community, including implementation of climate change strategies, and efforts to adapt to sea level rise
Goal IV: Preserve affordable housing and provide permanent supportive housing for our most vulnerable homeless individuals
Goal V: Implement the 5 Year Business Plan, focusing on creating an inclusive organization; providing enhanced public service through innovation; investing in career growth and development; and strengthening communication and building trust with increased community engagement
Goal VI: Create a financially sustainable budget that addresses long-term liabilities and preserves core services and community values
Goal VII: Increase community disaster preparedness and mitigate hazards to reduce risks of future disasters
Goal VII: Enhance public access to County Advisory Boards/Commission Information, including posting meeting information online regarding agendas, minutes, and reports
Clerk of Board
Goal VIII: Ensure that the County’s business is conducted openly and information is freely available to assist the public in understanding and participating in the County’s decision-making processes
Goal VIV: Enhance public access to County Advisory Boards/Commission Information, including posting meeting information online regarding agendas, minutes, and reports
56 Board of Supervisors PERFORMANCE PLAN • FY 2018 - 19
Initiatives
Countywide
♦♦ Expand efforts to reduce greenhouse gas emission through community outreach programs such as Drawdown Marin
♦♦ Implement the Racial Equity Plan in order to create an effective and inclusive government that engages our community
♦♦ Effectively implement mandatory mediation program for renters who receive annual rent increases above five percent
♦♦ Prevent homelessness for those who are precariously housed and provide supportive services through innovative programs such as Whole Person Care and the Homeless Outreach Team (HOT)
♦♦ Extend partnership with the Marin Housing Authority to create financial incentives for landlords who rent to low-income Section 8 tenants
♦♦ Further implement “Stepping Up” initiatives to improve mental health services provided in our criminal justice system
♦♦ Identify and explore opportunities to develop longer term and more effective adult mental health service facilities, including a 10-15 bed transitional residential facility
♦♦ Upgrade emergency notification systems and partner with local jurisdictions to create a countywide disaster preparedness coordinator
♦♦ Increase investments in road maintenance and County facilities
♦♦ Conduct a resident survey to better inform County priorities
Clerk of Board
♦♦ Enhance public access to issues before the Board by implementing closed-captioning services for Board of Supervisors public meeting webcasts
♦♦ Partner with the County Administrator’s Office to identify and implement business process improvements in the County’s agenda management process to achieve efficiencies for County staff and to enhance transparency
♦♦ In coordination with Information Services and Technology, explore options for an automated agenda management system
♦♦ Identify improvements to enhance engagement during public meetings, including greater public access to PowerPoint presentations online and in paper copy, and explore best practices for managing correspondence received by the public regarding agendized matters
♦♦ Identify options to preserve and restore historic minute books, including digitized records and incorporating historic records in the County’s document management platform for improved public and staff access
♦♦ Explore options to replace the current database for managing Boards and Commissions to a new web-based platform for clerical efficiencies and enhanced public access
57 58 County Administrator’s Office PERFORMANCE PLAN • FY 2018 - 19
The mission of the County Administrator’s Office is to lead a responsive government through sound fiscal management, effective services, proactive communication, and a supportive employee workplace.
Department Overview FY 2017-18 Approved Budget The County Administrator is appointed by and operates Revenue ($3,329,848) directly under the Board of Supervisors. The County Expense $10,192,738 Administrator serves both the legislative and executive functions of the Board by providing information, Net County Cost $6,862,890 recommendations and management assistance. The FTE 19.50 County Administrator oversees the administrative services departments, including the Department of Finance, Human Resources, the Elections Department, and Information Services and Technology. In addition, the County Administrator formally serves as Clerk of the Board and oversees Clerk of the Board staff.
The County Administrator’s Office (CAO) works with departments to prepare the County’s annual budget and to monitor implementation of the Board-approved budget. The CAO also oversees the implementation of the County’s strategic plan and coordination of performance management efforts. Legislative planning, risk management, facilities planning, and Countywide communication are also coordinated through the CAO.
59 County Administrator’s Office PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Support the Board of Supervisors and County departments in prioritizing goals and implementing strategies that result in effective community services
Goal II: Ensure the County’s long-term financial stability and protection of its assets
Goal III: Lead the Countywide effort to continuously improve performance
Goal IV: Provide a safe, healthy and productive work environment at County facilities
Goal V: Increase transparency and engage County residents and employees through proactive communication
Initiatives
♦♦ Develop a cross-functional Disaster Service Worker (DSW) working group with key County partners to determine DSW educational gaps and develop informational tools for employees
♦♦ Coordinate with Marin County Parks and the Community Development Agency to solicit management vendors and engage the community on the ongoing goals and potential future uses of the San Geronimo Golf Course property
♦♦ Coordinate with Health and Human Services to staff and implement the County’s Equity Plan
♦♦ Conduct a resident survey to better inform community priorities
♦♦ Work with the Department of Finance, the Human Resources Department, and the Administrative Technologies of Marin Executive Steering Committee to successfully implement the County’s new payroll system
♦♦ Work with Department of Public Works and Department of Finance to prioritize and explore financing options for up to $25 million in capital improvement projects to be implemented over the next 5 years
♦♦ Work with Information Services and Technology and the County Data Committee to publish County budget information and the annual State of the County address on an interactive online platform
♦♦ Initiate a process for competitive proposals to consider redeveloping the County-owned site at 920 Grand Avenue in San Rafael into mixed use space for County and housing purposes
♦♦ Coordinate the design and implementation of space allocations and complete renovations in the Hall of Justice for multiple departments
♦♦ Work with the Clerk of the Board to improve workflow for submitting items to the Board of Supervisors agenda
♦♦ Roll out a new performance management system that focuses on becoming a continuously improving organization for our community by ensuring employee engagement
♦♦ Provide monthly coaching and training sessions for County departments to create a collaborative and proactive culture of risk and safety
♦♦ Coordinate with Fire and Sheriff Departments and labor groups to mitigate orkers’W Compensation costs through medical provider partnership review and improvements, modified duty, and claims specific management solutions to return employees to work
♦♦ Deploy internal resources to ensure consistent messaging about the Marin County brand
60 County Administrator’s Office PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Customer Service and Employee Development Percent of departmental customers rating overall County Administrator's Office (CAO) service as “good” or “excellent” N/A N/A 96% 94% 90% 95% Percent of employees receiving an annual evaluation N/A 89% 94% 95% 100% 100% Budget Percent of budget reserved for unanticipated emergencies 6.6% 8.2% 7.9% 8.2% 7.5% 9.0% Marin County Bond Rating Moody’s Aaa Aaa Aaa Aaa Aaa Aaa Fitch AAA AAA AAA AAA AAA AAA Standard and Poor’s AAA AAA AAA AAA AAA AAA Risk Management Number of lost work days for non- sworn employees 657 640 660 654 700 700 Number of lost work days for sworn employees 1,441 1,211 1,125 1,150 1,000 1,000 Percent of employees returning to work within 30 days after injury 87% 88% 89% 89% 89% 89% Communications Annual number of news releases distributed by County Administrator’s Office 204 284 282 268 250 250 Total number of Marin County Government’s Twitter “followers” (www.twitter.com/maringov) 3,075 4,357 5,389 6,698 5,250 8,300 Total number of Marin County Government’s Facebook page “likes” (www.fb.com/countyofmarin) 1,195 2,114 3,315 3,680 3,500 4,400 Number of videos added to the Marin County Government YouTube channel (www.youtube.com/ maringchannel) 22 4 16 22 12 15 Annual number of Marin County Government YouTube and Facebook video views 75,276 61,317 57,960 62,660 100,000 70,000
61 62 Child Support Services PERFORMANCE PLAN • FY 2018 - 19
The mission of the Department of Child Support Services is to promote parental responsibility to enhance the well-being of children by providing child support services to establish parentage and collect child support.
Department Overview FY 2017-18 Approved Budget Children rely on their parents for the financial, emotional, Revenue ($5,119,631) and medical support they need to be healthy and Expense $5,119,631 successful. The Child Support Services program works with parents and guardians - both those receiving child Total Net County Cost $0 support and those ordered to pay support - to ensure FTE 31 children and families receive court-ordered financial and medical support.
The Department of Child Support Services (DCSS) operates under Title IV-D of the Social Security Act and is funded by federal and state funds.
The Enhanced Court Collections (ECC) program provides collection services for delinquent court fines and fees. Although ECC is a separate program from Child Support Services, it operates under the administrative oversight of DCSS.
63 Child Support Services PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target Goal I: Ensure that all families in Marin County who need child support services receive them Percent of cases with support orders 96.5% 97.3% 94.9% 97.5% 97.0% 97.0% Goal II: Increase the reliability of child support payments to families in an effort to promote financial Cumulative percent of current support stability for children collected and distributed within the month it is due 79.1% 78.5% 79.5% 78.2% 80.0% 80.0% Goal III: Engage and develop staff by providing a continual feedback strategy Percent of Marin County cases with Goal IV: Maintain a successful case referral interface with the courts with positive results arrears that have a collection for arrears 73.3% 77.1% 76.4% 76.2% 80.0% 80.0% Initiatives Total child, spousal and medical support collected and distributed ♦♦ Expand approaches to public outreach and education by building partnerships with Marin County agencies who share within the year $12.3M $11.3M $11.9M $12.9M $12.0M $12.0M the same customer base in an effort to ensure that all families in the county who need child support services know that Child Support program cost they are available through the department effectiveness (dollars collected for every program dollar spent) N/A N/A N/A $3.61 $3.00 $3.00 ♦♦ Maintain a high percentage of current child support collected and distributed within the month that it is due by continuing to proactively engage with our customers through continued contact and ensuring that child support orders Total collections on delinquent court are set appropriately for each family fines and fees for traffic and criminal cases $3.2M $3.0M $2.7M $2.9M $3.0M $3.0M ♦♦ Promote a more accountable, supportive, and constructive work environment by improving organizational effectiveness. Implement cross-functional teams to identify goals and celebrate successes, acknowledging that the best information about the work comes directly from the employees doing the work
64 Child Support Services PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target Goal I: Ensure that all families in Marin County who need child support services receive them Percent of cases with support orders 96.5% 97.3% 94.9% 97.5% 97.0% 97.0% Goal II: Increase the reliability of child support payments to families in an effort to promote financial Cumulative percent of current support stability for children collected and distributed within the month it is due 79.1% 78.5% 79.5% 78.2% 80.0% 80.0% Goal III: Engage and develop staff by providing a continual feedback strategy Percent of Marin County cases with Goal IV: Maintain a successful case referral interface with the courts with positive results arrears that have a collection for arrears 73.3% 77.1% 76.4% 76.2% 80.0% 80.0% Initiatives Total child, spousal and medical support collected and distributed ♦♦ Expand approaches to public outreach and education by building partnerships with Marin County agencies who share within the year $12.3M $11.3M $11.9M $12.9M $12.0M $12.0M the same customer base in an effort to ensure that all families in the county who need child support services know that Child Support program cost they are available through the department effectiveness (dollars collected for every program dollar spent) N/A N/A N/A $3.61 $3.00 $3.00 ♦♦ Maintain a high percentage of current child support collected and distributed within the month that it is due by continuing to proactively engage with our customers through continued contact and ensuring that child support orders Total collections on delinquent court are set appropriately for each family fines and fees for traffic and criminal cases $3.2M $3.0M $2.7M $2.9M $3.0M $3.0M ♦♦ Promote a more accountable, supportive, and constructive work environment by improving organizational effectiveness. Implement cross-functional teams to identify goals and celebrate successes, acknowledging that the Story Behind Performance best information about the work comes directly from the employees doing the work
Total Collections The Child Support Services Program (CSS) works to enhance the well-being of children and the self-sufficiency of families by providing professional services to locate parents, establish paternity, and establish and enforce orders for financial and medical support. The department is dedicated to ensuring that all children in the CSS caseload receive consistent and reliable financial support from their parents as ordered by the courts. The department uses a federal fiscal year (October 1 - September 30) to set and report effectiveness measures.
65 66 Community Development Agency PERFORMANCE PLAN • FY 2018 - 19
The mission of the Community Development Agency is to protect public health and safety, preserve environmental quality, and support sustainable, diverse communities through excellent and responsive service.
Department Overview FY 2017-18 Approved Budget The Community Development Agency’s (CDA) primary Revenue ($11,993,410) responsibilities pertain to building safety, environmental Expense $17,142,910 health, planning, sustainability, and grant administration. In addition to the initiatives outlined in this performance plan, Net County Cost/Use of Fund Balance $5,149,500 substantial core work is undertaken by CDA in the following FTE 87.50 program areas.
• Administration • Affordable Housing and Federal Grants • Building and Safety • Code Enforcement • Current and Long Range (Community) Planning • Environmental Health Services Consumer Protection • Environmental Health Services Land Use • Environmental Planning • Geographic Information Systems • Marshall Wastewater System Administration and Maintenance • Richardson’s Bay Regional Agency • Solid Waste and Hazardous Materials Response • Sustainability
67 Community Development Agency PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Prepare and administer equitable and flexible plans, programs and regulations that support a diverse sustainable community
Goal II: Protect and restore environmental resources through effective environmental planning and management of waste and water resources
Goal III: Support healthy and safe communities through responsive and effective inspection, plan review, permit processing and safety programs
Goal IV: Improve customer satisfaction through increased responsiveness and efficiency of permit processing and workload management systems
Goal V: Address staff training and organization development needs to maintain and enhance a satisfying work environment and increase staff retention
Initiatives
♦♦ Launch two community service projects for department volunteers that are related to CDA’s programs, such as constructing a community garden, assisting in facility and site beautifications for a local non-profit service provider, or organizing a beach or creek cleanup event
♦♦ Initiate a focused update to the Countywide Plan, limiting the scope to developing a Stream Conservation Area Ordinance, meeting obligations of the San Geronimo Valley Supplemental Environmental Impact Report mitigation measures, and complying with new state General Planning requirements including the Environmental Justice Element and Safety Element, contingent on approval of the work program and budget by the Board of Supervisors
♦♦ Resolve outstanding issues associated with the Local Coastal Program Land Use Plan and Implementation Program and prepare revisions to the Environmental Hazards
♦♦ Prepare implementation program and consider potential pilot program requiring homeowner occupancy of short-term rental units in Bolinas, pending outcome of Local Coastal Program amendment process
♦♦ Prepare a draft Residential Landlord and Tenant Relations Ordinance for ‘Just Cause for Evictions’
♦♦ Engage underrepresented communities, nonprofits, youth, people with disabilities and individuals who are experiencing homelessness in addressing barriers to fair housing choice to help identify disparities in access to community assets and exposure to adverse factors
♦♦ Complete draft of post disaster recovery ordinance
♦♦ Collaborate with the Department of Public Works and the Parks Department in Phase 2 of the Bay Waterfront Adaptation Vulnerability Evaluation (BayWAVE) to prepare land use regulation adaptation options for both coastal and bayfront areas of the county subject to sea level rise impacts
♦♦ Initiate Phase 2 of the C-SMART sea-level rise program by working with two coastal communities to develop initial plans for Adaptation to Coastal Hazards, and by producing a “Homeowner’s Guide to Sea Level Rise”
♦♦ Install 30 electric vehicle charging stations at the Civic Center to implement Phase 1 as well as two measures of the Climate Action Plan
♦♦ Assist with obtaining and overseeing additional resources to support Drawdown Marin in preparation for the next update of the Climate Action Plan
68 Community Development Agency PERFORMANCE PLAN • FY 2018 - 19
♦♦ Draft amendments to the County’s septic regulations and program for implementation, pending approval of the Local Agency Management Plan
♦♦ Complete draft of an ordinance establishing penalties for construction projects creating unreasonable nuisances
♦♦ Update feasibility analysis for Woodacre/San Geronimo wastewater project to reflect the change of ownership of the San Geronimo golf course, coordinating the effort with the Parks Department’s Visioning process
♦♦ Complete review of Medicinal Cannabis Delivery Only Retailer license applications and continue to work with Board Subcommittee to consider potential regulation of other types of medicinal cannabis businesses
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Building Safety Percentage of initial review for complex building permit applications completed within five weeks N/A N/A 50% 42% 60% 60% Percentage of initial review for simple building permit applications completed within two weeks 76% 37% 50% 33% 60% 60% Percentage of field inspections provided within two business days of the request 79% 78% 80% 90% 80% 80% Percentage of express permit applications meeting requirements for same day approval and building permit issuance 79% 78% 80% 82% 80% 80% Environmental Health Services Percentage of food facility plan checks completed within 20 days of submittal 100% 100% 100% 100% 100% 100% Percentage of food-borne illness complaints responded to within 24 hours 100% 100% 100% 100% 100% 100% Planning Average number of days to process discretionary permits that are exempt from environmental review 50 49 42 47 42 42 Number of County projects where environmental review (Initial Study/ EIR/Addendum/Supplement) has been initiated 10 6 5 18 5 6 Sustainability Number of new certified green businesses 18 11 10 5 10 10 Number of solar installations in Marin per year 725 712 600 873 600 500
69 Community Development Agency PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Total number of solar kilowatts installed in Marin per year (Average 5 kw per residential installation) 3,807 4,025 3,000 6,006 3,000 2,500 Total cost of energy, water, and solar improvements financed through the PACE program ($Millions) N/A $0.87 $1.50 $4.01 $2.00 $2.00
Story Behind Performance
Building Safety Completion of initial review for complex and simple building permit applications was affected by increases in these types of applications and staffing availability. These reviews were also indirectly affected by a 100% increase in Express Permitting hours, reducing staff availability to perform larger, more complex plan reviews. The Express Permit program continues to be popular with plans to expand it in Fiscal Year 2018-19. Environmental Difficulties in obtaining accurate data from the permit tracking system result in the Health Services proposal to suspend two of the four performance measures for FY 2018-19. Planning Staff turnover in the Current Planning program resulted in a slight increase in the average time to process discretionary permits from 42 to 47 days in Fiscal Year 2016-17. Sixty days is the maximum permitted by the State Permit Streamlining Act. Projects that require environmental review include all County projects, not just those where CDA is the lead agency. Development activity remains high and reflects continued resident interest in making home improvements. Sustainability While Marin County has consistently been one of the leading counties for solar installations in the state, there are concerns that prices will continue to increase and installation rates could continue to drop off with the import tariff on solar panels. While the Properly Assessed Clean Energy (PACE) financing programs continue to exceed initial estimates, a significant portion of PACE projects involve solar energy systems. Therefore, we may continue to see lower PACE financing in the near future.
70 71 72 County Counsel PERFORMANCE PLAN • FY 2018 - 19
The mission of the County Counsel’s Office is to provide high quality and timely legal services supporting the County of Marin’s mandated and discretionary governmental functions. Advisory and litigation services are furnished to County departments, boards and agencies in a manner that is cost-effective, professional and promotes excellence in delivery of government services contributing to the health, safety and welfare of county residents and visitors.
Department Overview FY 2017-18 Approved Budget The County Counsel’s Office provides responsive legal Revenue ($630,000) advice and assistance to the Board of Supervisors, Expense $5,534,643 County departments, boards and commissions, special districts and agencies. This assistance includes Net County Cost $4,904,643 negotiating and drafting contracts and legal documents, FTE 23 and representing Marin County in all aspects of civil litigation and administrative hearings. Other assistance includes administration of tort and other claims, legal services involving juvenile welfare proceedings, Public Administrator, Public Guardian and Lanterman-Petris-Short Conservatorships. The office also defends the County and its officers from liability and provides legal guidance to keep the County’s programs and policies within the limits of the law.
In addition, The County Counsel’s Office assists the Civil Grand Jury, which consists of 19 residents selected annually by the Judges of the Superior Court. The Civil Grand Jury is charged with examining the conduct, policies and needs of public agencies (including the County) and elected officers within Marin County, as well as the conditions and management of the Marin County Jail and San Quentin State Prison. The Civil Grand Jury is required to submit a final report of its findings to the Superior Court.
73 County Counsel PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Provide exemplary legal services to assist county departments in achieving their objectives
Goal II: Enhance the Office’s litigation practice
Goal III: Provide quality legal trainings in areas such as the Brown Act and the Public Records Act to Departments, Boards, Commission and Special Districts
Initiatives
♦♦ Work with the County Administrator and Information Services and Technology to investigate and select software systems to assist in managing and tracking Public Records Act (PRA)
♦♦ Conduct an annual satisfaction survey to obtain objective feedback regarding legal services
♦♦ Develop internal litigation reporting that compares outcomes to those of previous years in order to understand trends
♦♦ Train County Departments, boards and commissions, and special district clients in the areas of AB 1234 Ethics training, Brown Act, and other areas of interest
♦♦ Provide refresher training on Public Records Act responses, including policy updates for personal devices
♦♦ Double the number of trainings conducted compared to the prior year
74 County Counsel PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Departmental Revenue Percent of cost savings in legal fees using office attorneys compared with outside counsel 24% 39% 48% 50% 50% 50% Overall change in department revenue N/A 13% -24% 22% 10% 10% Change in revenue from Special Districts N/A 15% -8% 60% 10% 10% Customer Service Percent of departmental clients rating overall County Counsel preformance as "good" or "excellent" in annual satisfaction survey. N/A N/A N/A N/A N/A 90% Percent of departmental clients rating County Counsel trainings as "good" or "excellent" in post-training surveys. N/A N/A N/A N/A N/A 90% Percentage of attorney staff with significant litigation experience. N/A N/A N/A N/A N/A 90%
Story Behind Performance
Litigation Practice Due to the range of its operations, the County continually faces liability exposure. An initial step in mitigating that exposure to the extent possible is understanding the areas in which the County is facing the greatest liability and understanding any trends in this liability exposure. Effectively litigating cases is critical to reducing claim and litigation costs. Like many other County departments, the Office of the County Counsel is experiencing a significant transition in its staffing, and is seeking to increase its litigation and trial expertise through its hiring during this transition. Public Records Act The Public Records Act and the Brown Act promote transparency in local government. Up to date and refresher training in these areas mitigates risk of violationss and allows for County officials, employees, volunteers and appointees to carry out their duties more effectively.
75 76 Cultural Services PERFORMANCE PLAN • FY 2018 - 19
Marin County Department of Cultural Services supports a thriving arts community by offering a cultural hub and gathering space at the Marin Center and providing leadership in building support for the arts throughout the County.
Department Overview FY 2017-18 Approved Budget The Department of Cultural Services offers active, Revenue ($2,234,856) engaging and diverse cultural and visitor programs and Expense $3,870,462 services to support a healthy community in Marin County. The Marin Center is a popular, vital, multipurpose civic, Net County Cost $1,635,606 cultural and community resource, providing a variety of FTE 15.50 educational, recreational, artistic and community services for people of all ages and backgrounds, with a focus on improving the quality of life and responding to the changing needs of the community.
77 Cultural Services PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Ensure excellent customer service
Goal II: Provide and enhance community enrichment to all residents of Marin County through cultural and learning opportunities
Goal III: Promote leadership and administrative support for staff development
Goal IV: Create and develop community partnerships
Goal IV: Bring Marin Center Campus and facilities to a condition of excellence and sustainability
Initiatives ♦♦ Survey Marin County Fair attendees, participants and judges to assess and ensure the County Fair is reaching and serving the broad audiences and demographics of Marin County
♦♦ Co-produce a performance series in the Showcase Theater to present artists of a diverse background and perspective who will appeal to all members of the greater Marin County community
♦♦ Collaborate with community senior living organizations and Health and Human Services to present visual arts events and performing arts programming that includes and engages our County’s senior population
♦♦ Engage artists and public art and culture organizations to develop the County-wide Art and Culture Plan
♦♦ Participate in the Arts Ed Visioning program comprised of leaders from the Marin County Office of Education, Marin Community Foundation and community arts educators to formulate a plan to address the gap in arts education in elementary public schools – an integral part of the countywide Art and Culture Plan
♦♦ Collaborate with the Department of Public Works and the County Administrator’s Office to prioritize funding and planning for upcoming maintenance projects
♦♦ Provide customer service training to front line staff to improve service delivery
♦♦ Develop and refine a robust and exemplary Marin Center Volunteer Program and enhance the program with better data and tracking in collaboration with Human Resources Volunteer program
♦♦ Enhance and expand the Frank Lloyd Wright Civic Center public docent tours with a focus on providing educational programming to students and teachers in Marin County
♦♦ Develop a long-range plan for extensive educational programming, focusing on STEAM and the Civic Center’s architectural significance
78 Cultural Services PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Marketing and Ticket Sales Total number of Marin Center ENews subscribers 38,358 43,948 45,631 65,720 52,000 70,000 Total number of Marin Center Magazine subscribers 86,283 88,173 99,691 100,000 90,000 90,000 Total number of Facebook fans 5,891 7,019 9,134 10,628 12,000 12,000 Percentage of total ticket sales on line 51% 43% 42% 51% 52% 55% Total number of tickets sold 111,000 99,000 98,409 104,903 99,000 99,000 Total ticket sales $4,526,000 $3,504,000 $4,017,792 $3,868,029 $3,500,000 $3,500,000 Total box office revenues (from convenience fees) $256,392 $258,029 $261,695 $216,908 $320,000 $320,000 Total revenue from Facility Fee (implemented January 2016) N/A N/A $163,926 $201,866 $247,000 $247,000 Volunteer Program Number of volunteers 842 871 732 742 871 750 Number of volunteer hours 14,487 16,348 14,142 12,598 16,348 13,000 Average number of volunteer hours per volunteer 17 19 19 17 19 17 Dollar value of volunteer participation $362,175 $408,700 $588,165 $314,950 $408,700 $315,000 Facility Rentals Percent of weekend days that the Marin Veterans’ Memorial Auditorium is rented out N/A 52% N/A 39% 50% 50% Percent of weekend days that the Exhibit Hall is rented out N/A 49% N/A 43% 50% 50% Percent of weekend days that the Showcase Theatre is rented out N/A 58% N/A 49% 55% 55% Percent of weekend days that the fairground is rented out N/A 40% N/A 49% 40% 40% Percent of weekend days that the Lagoon Park is rented out N/A 10% N/A 15% 10% 10%
79 80 District Attorney PERFORMANCE PLAN • FY 2018 - 19
The mission of the District Attorney’s Office is to enhance the quality of life in Marin County by taking a proactive role in preventing crime, prosecuting with integrity, equality and excellence, and protecting the community by effectively dealing with those who prey upon our residents.
Department Overview
On behalf of the People of the State of California, the Office This current court operational design began in January of the District Attorney is by state law the public prosecutor 2018 and to date we have not had the five potential responsible for determining who will face prosecution for simultaneous trials put into play. public offenses. The District Attorney is not only mandated to determine who will face criminal charges but is further Within the Targeted Prosecution Division, there are six mandated to then conduct the prosecutions and to attend operational units. These operational units are specifically all court proceedings required to meet these obligations tasked to focus on our high priority responsibilities and and responsibilities, as well as oversee and supervise the cases which involves special attorney training as well necessary investigative requirements connected to these as enhanced servicing resources. The units are Intake prosecutions. In addition, the District Attorney is one of Processing, Law and Motion, Special Victims’ Unit, Juvenile two legal advisors to the County Civil Grand Jury and when Court Operations, Insurance Fraud, and the Marin County impaneled is the sole legal advisor to the County Criminal Major Crimes Task Force. Grand Jury. The Targeted Prosecution Division also functions as the The California Constitution mandates that each County administrative operations center for the Northern California have an elected District Attorney. The District Attorney is Computer Crimes Task Force. This multicounty task both a Public Officer of the County and a Public Officer of force is headquartered in Napa County and supervised the State when engaged in the prosecution of crimes as operationally by one of our Marin County District Attorney defined under State law. Inspectors. It is one of five statewide task force operations focusing on high tech crime investigations as well as The District Attorney’s Office has been organized into three computer and cell phone forensics analysis. operational divisions that address our overall county and state mandated responsibilities. The three divisions are The Special Operations Division primarily is an amalgam the General Prosecution Division, the Targeted Prosecution of the District Attorney’s civil law responsibilities. Coupled Division and the Special Operations Division. with the civil law enforcement responsibilities are criminal investigation and prosecution responsibilities connected Under the General Prosecution Division, there are to specified “white-collar” crime categories. These operational attorney teams. Three of those teams directly specialized categories would include Real Estate Fraud, staff and vertically prosecute the cases assigned to felony Financial Elder Abuse, Brown Act Violations, Environmental judicial departments. The fourth operational attorney team Law and Consumer Fraud violations. Under the Consumer prosecutes all misdemeanor cases and is responsible Fraud Unit stands a long-established Mediation Team that for handling all calendar appearances in a fourth judicial addresses and works toward resolving a broad category department, plus all misdemenanor jury trials are of civil community disputes through the vehicle of conflict distributed among two additional judical trial departments mediation. Beginning in 2018 this Mediation Team has as well as the three previously referenced felony assumed the responsibility to handle the mandatory departments. Under the Marin County Superior Court’s mediation requirements in the recently enacted County current operational scheme it is possible that five jury and/ Rental Housing Mandatory Mediation Program. or court trials would need to be covered simultaneously. 81 District Attorney PERFORMANCE PLAN • FY 2018 - 19
As an adjunct and in support of the District Attorney, there is an Administrative Support Unit, as well as an Information FY 2017-18 Approved Budget and Systems Technology Team. Under the California Revenue ($8,681,056) Constitution (primarily contained in Marsy’s Law), the District Attorney has mandated duties and responsibilities Expense $18,120,904 with respect to victims of crime. Servicing these Net County Cost $9,439,848 responsibilities is the District Attorney’s Victim-Witness Unit FTE 83.60 which liaisons with victims or surviving family members to provide information, support and assistance in obtaining services. They also help victims survivors express their thoughts and needs to the court, federal and state agencies and the assigned Deputy District Attorney handling their case.
The Office of the District Attorney also has mandated investigative responsibilities and to meet this duty a team of peace officers headed by a Chief Inspector reports to the District Attorney. This team is tasked with not only providing investigative support for our existing caseload but also at times is tasked with initiating criminal investigations. Approximately five years ago, the Marin County District Attorney tasked this unit to monitor and contact individuals having Marin County residential addresses and listed in the state’s Armed Prohibited Persons database. These individuals also appeared in other state and federal databases showing applications for firearm purchases and/ or showing registered firearms under their names but were prohibited from possessing firearms.
82 District Attorney PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Increase traffic safety through the enhanced Driving Under the Influence (DUI) prosecution program
Goal II: Expand youth outreach and crime prevention programs through partnerships with public and non- profit education centers and local law enforcement
Goal III: Complete the organizational structure of the Special Operational Division to better align and implement the mandated duties and responsibilities of the District Attorney’s Office
Goal IV: Support employee development and internal communication practices
Initiatives
♦♦ Implement the ‘Not In Our Town’ programming in classrooms of various grade levels and community forums or presentations to engage the community regarding social media bullying and hate crimes
♦♦ Obtain up-to-date training on recent developments in the law and behavioral science on identifying individuals who are impaired by drugs
♦♦ Host round table discussions with multiple Marin law enforcement agencies, the Department of Justice and the Department of Motor Vehicles to improve best practices in DUI investigations
♦♦ Participate in outreach efforts in Marin high schools on the issue of driving under the influence of drugs
♦♦ Support employee development through training courses, webinars, subscriptions, conferences and presentations from subject matter experts
♦♦ Develop a formal internal survey that asks employees how well management interacts, engages and collaborates with staff in order to implement improvements
♦♦ Cross-train and rotate employees through a variety of assignments to achieve a thorough knowledge of the workflow and processes throughout the District Attorney’s Office
♦♦ Encourage employees to attend County sponsored trainings to stay informed on organizational, supervisorial and legal requirements related to employment practices and role development
83 84 Elections PERFORMANCE PLAN • FY 2018 - 19
The mission of the Elections Department is to provide a responsive, transparent, and professional approach to conducting elections that will inspire trust and confidence in our work and to promote the participation of all eligible citizens in the election process.
Department Overview FY 2017-18 Approved Budget The Elections Department, with its staff of ten full-time Revenue ($1,026,000) employees, provides election services year-round to Marin Expense $3,177,644 County’s approximately 150,000 registered voters. Each year, the department plans for and manages regularly- Net County Cost $2,151,644 scheduled elections and special elections called by the FTE 10 cities, towns, schools, and special districts in Marin County.
Throughout the year, department staff works to keep the voter files up to date, check signatures on petitions, maintain the website to keep information current, check and service election equipment, and keep track of candidate and campaign financial reports.
The department is also responsible for receiving and tracking conflict-of-interest statements from approximately 1,000 elected officials and designated employees in the County, schools, and special districts.
The department’s goal is to ensure community trust by being accessible, responsive, and transparent in all aspects of elections. This is done in part through the Election Advisory Committee, the website, and community outreach efforts.
85 Elections PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Ensure community trust by being accessible, responsive, and transparent in all aspects of elections
Initiatives
♦♦ Update Department website to make precinct boundary maps and live election result graphs available to the public
♦♦ Develop and solicit a Request for Proposals for a new electronic voting system to upgrade and modernize current elections equipment
♦♦ Promote the opportunity for voters to opt-out of receiving a printed Voter Information Guide in an effort to support sustainability by reducing paper use and printing and postage costs over time
♦♦ Expand and increase voter registration opportunities in underrepresented areas through strategic partnerships with the Marin County Free Library F.L.A.G.ship and Office of Education
86 Elections PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Voter Registration and Turnout Total number of registered voters in November election 151,407 148,976 143,352 160,795 150,000 153,000 Percentage of eligible voters registered for statewide election held in fiscal year 84% 84% 84% 89% 85% 85% Turnout in November elections 38% 60% 35% 89% 40% 70% Voting Trends Percentage of registered voters requesting vote-by-mail ballots in the November election 69% 71% 71% 76% 75% 75% Number of voters opting out of receiving a printed sample ballot booklet N/A N/A N/A 416 500 800 Poll Workers Number of poll workers recruited for statewide election 557 625 676 756 550 625
Story Behind Performance
Voter Registration It is typical that voter registration increases in presidential years and decreases in following and Turnout years. Pursuant to the Elections Code, regular maintenance is performed on the voter registration database to move non-voters to inactive status. This keeps the records up-to-date so voter turnout is accurate. Opt Out Initiative The option for voters to opt out of receiving a printed Voter Information Guide to reduce printing and postage costs over time was first promoted in the voter guide for the November 2016 election. To date 693 voters have opted out. In addition to printing information in voter guides, we believe a direct mail campaign to every registered voter is required. As of this report, the number of registered voters is nearly 154,000.
87 88 UC Cooperative Extension Farm Advisor PERFORMANCE PLAN • FY 2018 - 19
The mission of the University of California Cooperative Extension Farm Advisor is to sustain Marin’s vital agriculture, environment, and communities by providing University of California research-based information in agriculture, natural resource management, healthy living, and youth development. Networked with the expertise of UC campuses, our educational programs use practically-applied research to solve community problems. Department Overview FY 2017-18 Approved Budget The University of California Cooperative Extension (UCCE) Revenue ($3,500) provides countywide services through an agreement between Marin and UC that has existed since 1921. Expense $309,202 Through this unique partnership, between Marin County, Net County Cost $305,702 UC, the United States Department of Agriculture (USDA) FTE 2 and other private funds, the department’s advisors and program team members consult with individuals and organizations, publish newsletters, produce information for mass media, and conduct seminars and workshops. The university provides research and education through four university professionals who are funded by the state. Additionally, three Sonoma-based UCCE Advisors work cross-county between Marin and Sonoma counties. The County provides support staff and operational costs. Using the combination of these resources, UCCE Farm Advisor provides the following service areas:
• Sustainable agriculture and food systems • Integrated landscape management • Water quality and watershed management • 4-H youth development
89 UC Cooperative Extension Farm Advisor PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Strengthen the viability and long-term success of agriculture in Marin County by educating producers and next generation farmers
Goal II: Preserve the environment through integrated landscape management
Goal III: Improve water quality and watershed conditions in Marin’s watersheds with science-based research and information
Goal IV: Provide direction on countywide funding for habitat restoration
Goal V: Increase access to local healthy food for communities countywide
Goal VI: Develop leadership, community service, and life skills among Marin County youth using experiential, inquiry-based learning in science literacy and environmental education
Initiatives
♦♦ Analyze and publish results from the 2017 State of Marin Agriculture survey on farm and ranch diversification
♦♦ Engage residents to create a broader understanding of the department as Marin’s University of California, by mapping programs to the combined mission and values of Marin County and the University
♦♦ Grow the reach of 4-H in after school programs, providing Marin youth inquiry-based learning opportunities for Science, Technology, Engineering, and Math (STEM)
♦♦ Build upon initial collaboration with Marin Resource Conservation District and Point Reyes National Seashore to support identifying and removing invasive Japanese Knotweed in the San Geronimo and Lagunitas Creek watersheds, to avoid irreversible negative impacts to stream habitat and property
♦♦ Focus efforts in equitable access to local, healthy food on the needs of Marin’s aging population in collaboration with Marin Food Policy Council partners, including specific work in community gardens that serve this demographic of Marin
♦♦ Encourage and reward an internal culture of learning that fosters innovation in program delivery and supports team member growth and development
90 UC Cooperative Extension Farm Advisor PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Sustainable Agriculture Number of information workshops conducted 7 7 9 5 7 5 Number of attendees at workshops 294 375 275 290 350 290 Percent of workshop attendees indicating they are planning to develop on-farm diversification projects 82% 87% 82% 83% 80% 83% Number of operators initiating or completing diversification projects 5 9 12 4 8 4 Farm Diversification Number of acres converted per staff hours 10.7 4.3 3.2 3.0 2.1 2.1 Net increase in acres of pasture conversion 7,270 2,200 1,900 1,000 1,500 1,500 Community Gardens Number of community gardens receiving program information 31 78 35 58 60 60 Number of community and school gardens using program information to implement and improve community garden opportunities for residents 31 50 35 32 40 40 Number of community garden gardeners using information provided through outreach and education 975 1,800 1,900 1,450 1,500 1,500 Home Garden Water Conservation Number of participating residents and homeowners in education outreach per year 300 300 325 350 375 375 Number of resident surveys completed per year 150 150 145 150 150 150 Number of residents who change conservation practices per year 125 150 130 125 125 125 Annual amount of water usage reduced after education (millions of gallons) 7.2 8.4 2.3 11.0 12.0 12.0 Food Access Number of new local agricultural points of sales (farm stands, community service areas, farmers market) accepting CalFresh N/A N/A N/A 2 3 3
91 UC Cooperative Extension Farm Advisor PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Watershed Stewardship Number of participating ranch or dairy landowners 75 125 85 83 75 75 Number of water and soil samples collected 100 250 250 300 200 200 Number of conservation management practices implemented on-farm 20 20 25 24 20 20
Story Behind Performance
Farm Diversification We are continuing efforts to support the diversification of poultry production through small-scale on-farm harvesting. This included a two-day hands-on demonstration of processing equipment and humane, food safe, and evironmentally responsible techniques for both interested agricultural producers and regulatory agency representatives at the local, state, and federal levels. Additionally, we are partnering with community based organizations and these same regulatory agency representatives to better align local, state, and federal policies for small-scale on-farm poultry harvesting. Invasive Species Managing and in some cases hopefully eradicating invasive weeds plants continues to be a high priority across many communities in Marin. On grazing lands, in open space, and along stream beds, different weeds and woody invasive plants are threatening plant communities and other ecosystem functions. We will continue to partner with our Marin counterparts to research treatment methods, provide education to land mangers, and support management programs and projects. Food Access Reaching all of Marin's residents is crticially important to us. Through our collaboration with the Marin Food Policy Council and delivery of 4-H in After School Programs we are increasing our partnerships and delivery of programs with underserved communities. We are looking forward to continuing these efforts and integrating participatory culturally appropriate programing in all of our endeavors.
92 93 94 Department of Finance PERFORMANCE PLAN • FY 2018 - 19
The mission of the Department of Finance is to instill the public’s trust in County government and to ensure the financial integrity of the County of Marin, by safeguarding its funds and promoting the prudent utilization of resources.
Department Overview FY 2017-18 Approved Budget The Department of Finance (DOF) provides the following Revenue ($3,601,808) services on behalf of the residents, school districts, special Expense $9,588,636 districts, towns and cities: accounting, treasury, property tax administration (e.g., collection, billing, apportionment), Net County Cost $5,986,828 collection services, financial reporting, accounts payable, FTE 65 audits, estate administration and other financial services. The divisions of the Department of Finance are:
• Accounting /Payroll • Administration • Finance • Property Taxes/Collection
Vision
The vision of the Department of Finance is to lead in all issues related to financial reporting and analysis and to serve as a partnering authority and fiscal advisor to the County Administrator’s Office, Board of Supervisors and operating departments in their consideration of short and long-term fiscal decisions and planning. We will inspire and elevate public trust in County government by safeguarding the County’s financial integrity, implementing best practices, and ensuring compliance with mandates and fiduciary responsibilities.
95 Department of Finance PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Develop and foster a department culture of inclusiveness
Goal II: Provide enhanced public service through innovation and transparency
Goal III: Provide leadership that cultivates continuous professional development and the application of best practices
Goal IV: Strengthen effective communication and engagement with the community
Initiatives
♦♦ Improve the Department’s internal and external communications by providing updated and useful online content and by gauging the public’s level of satisfaction with the Department’s customer service
♦♦ Enhance and streamline our talent attraction process to ensure the best quality candidate pool by developing partnerships with local colleges and by establishing a local presence at on-campus recruiting events to attract intern and entry-level talent with specialized accounting and finance training
♦♦ Increase online options for the community to conduct business with the Department of Finance by implementing an online web portal to administer and remit transient occupancy taxes and business license fees
♦♦ Invest in career growth and development to enhance the skills and competencies of staff, which in turn provides more effective public service to the community
96 Department of Finance PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Department culture of inclusiveness Number of college campus career/ recruitment events participated in by the Department of Finance N/A N/A N/A 0 3 3 Number of Accounting Internship candidate applications received by the Department of Finance N/A N/A N/A N/A 8 5
Enhance public service through innovation and transparency Percent of Business License applications, renewals, and cancellations processed through the Department of Finance online web portal1 N/A N/A N/A N/A N/A 25% Percent of Transient Occupancy Tax (TOT) registrations, renewals, and payments processed through the Department of Finance online web portal1 N/A N/A N/A N/A N/A 25% Continuous professional development and the application of best practices Percent of Department of Finance staff attending professional development trainings 77% 66% 62% 100% 75% 75% Percent of Department of Finance staff cross-trained within their work unit N/A N/A N/A N/A N/A 75% Strengthen effective communication and engagement with the community Number of updates made to the Department of Finance's public- facing webpage1 N/A N/A N/A 6 5 5 Percent of public feedback that reports being "satisfied" or "highly satisfied" with Department of Finance-provided services2 N/A N/A N/A N/A 75% 75%
Other programmatic performance measures Marin County Investment Pool ratings from Fitch Ratings1 AAA/V1 AAA/V1 AAA/V1 AAAf/S1 AAA/V1 AAA/V1
97 Department of Finance PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Percent of payroll payments made using direct deposit 91% 92% 93% 94% 96% 96% Percent of vendor payments made using ACH2 19% 29% 32% 39% 40% 45% Average wait time in minutes to have a Tax Collector call answered4 1.32 1.38 1.00 1.50 1.00 1.00 Number of tax refunds issued3 4,606 4,157 4,056 3,255 4,500 3,000 Number of days to issue a tax refund3 30 <30 10 <5 <30 <5
Number of tax bills revised4 17,939 8,402 7,504 6,475 7,000 6,800 Percent of Central Collection accounts resolved (paid, canceled/ closed)5 86% 76% 95% 98% 80% 80% Number of open Public Administrator cases handled6 105 108 108 116 125 75 Number of months to issue financial reports7 7 7 7 7 7 6 Number of audit engagements performed by the Department of Finance7 8 9 6 3 3 6
98 Department of Finance PERFORMANCE PLAN • FY 2018 - 19
Story Behind Performance
Department culture Streamline the DOF's talent attraction process to ensure the best quality candidate pool by of inclusiveness creating partnerships and establishing a local presence in on-campus recruiting events with neighbording higher education institutions to attract intern and entry-level talent, and develop and deploy an Accounting Internship program. Enhance public 1. Increase online options for the community to conduct business with the DOF. Rapidly changing service through technology tools have led to expectations from residents that include around the clock access innovation and to County services and transactions and the implementation of modern systems that increase transparency efficiency. On-line services and mobile-accessible information are the new norm.
Continuous Provide the best quality customer service to the general public by empowering our staff through professional meaningful investments in their individual career growth and development. Ensure our offices are development and the equipped to efficiently and effectively serve the community by expanding coverage capacity and application of best knowledge sharing through cross-training efforts. practices
Strengthen effective 1. Increase the community's awareness of the services provided by the DOF via updated content communication and and functionality to the Department's public website. engagement of with the community 2. Increase engagement from the general public by soliticing feedback on DOF-provided customer services through online surveys located on DOF's public-facing website, as well as through hard- copy survey cards located in every DOF office. Other programmatic performance 1. Demonstrate the County's committment to the primary objectives of safety, liquidity, and measures investment return within the guidelines of prudent risk management by maintaining the County Investment Pool rating of 'AAA/V1' from Fitch Rating Services, the highest possible rating. This rating reflects low market risk and a capacity to return stable principal value to participants, as well as to meet anticipated cash flow needs, even in adverse interest rate environments. Note that in August 2016, Fitch updated its Ratings Definitions to reflect new scales: adding an ‘f’ suffix to the Fund Credit Quality Ratings and renamed the Market Risk Sensitivity Rating from ‘V1’ to ‘S1.’ The ‘f’ suffix is intended to better distinguish these ratings from traditional credit ratings assigned to individual issues and issuers.
2. Maximize the number of County employees, retirees, and vendors using direct deposit or automated clearing-house (ACH) to reduce costs and improve efficiencies.
3. The increase in total tax dollars apportioned of approximately 5% corresponds to the increased in assessed property values. With the increase in assessed property values, we would expect there to be an associated decrease in the number of refunds. In addition, the average time it takes to issue refunds to taxpayers has dropped substantially since prior year, due to the positive impacts of implementing improved technology solutions, which in turn has created efficiencies for both taxpayers and Tax Collector employees.
4. Provide excellent public service through the emphasis of cross-training of staff to improve response time on public inquiries and the timely and accurate issuance of property tax bills.
5. Increase Countywide revenue through centralized collections services.
6. Provide timely and responsive Public Administrator services.
7. Strengthen County operations, transparency, and financial and internal control compliance.
99 100 Marin County Fire PERFORMANCE PLAN • FY 2018 - 19
In partnership with our community, we will be prepared, respond quickly, solve problems, be nice, and get home safely.
Department Overview FY 2017-18 Approved Budget
The Marin County Fire Department was established Revenue ($16,927,283) to provide fire and emergency medical services to the Expense $24,672,013 unincorporated areas of Marin County. The department operates under various sections of the Health and Safety, Net County Cost $7,744,730 Public Resources, and Government Codes. The level of FTE 89 service is discretionary and under the direction of the Board of Supervisors.
The department is involved with numerous activities, including fire control and prevention, emergency medical services (EMS), hazardous materials response, urban search and rescue, public education, and general response to a variety of “all risk” emergencies. The department also contracts with the California Department of Forestry and Fire Protection (CalFire) to provide fire suppression services throughout the state.
In all aspects of the department’s operations, codes, standards and regulations have been adopted and are followed in accordance with various authorities or regulatory agencies, such as the California State Fire Marshal, Occupational Safety and Health Administration (OSHA), National Fire Protection Association (NFPA), and Insurance Services Office (ISO).
101 Marin County Fire PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Ensure operational readiness and effectiveness
Goal II: Reduce the risk of wildfires and enhance fire prevention, community education and community disaster preparedness
Goal III: Ensure strong internal and external communication and business practices
Initiatives
♦♦ In addition to ongoing defensible space inspections, conduct a defensible space “blitz” with all on duty personnel and seasonal firefighters, using the new CalFire GIS-based digital collector application
♦♦ Expand wildfire preparedness through continued partnerships with the County’s land management, fire and water agencies
♦♦ Work with County and local entities to support residents completing defensible space work, by providing four days of free green waste disposal
♦♦ Work with the County’s facilities team and the Department of Public Works to complete the re-building of the Tomales Fire Station
♦♦ Encourage one attendee in the County Leadership Academy
♦♦ Work with each employee to develop a comprehensive career growth plan
♦♦ Outreach to six community colleges that have a strong representation of students of color, to diversify the entry-level seasonal candidate pool
♦♦ In collaboration with fire employees, develop a plan to improve and maintain long term mental and physical health of our employees
102 Marin County Fire PROPOSED BUDGET • FY 2018 - 20
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Fire Suppression Percent of wildfires contained at ten acres or less N/A N/A 98% 93% 90% 95% Dispatch Response Time Reflex Time (seconds) N/A 136 101 140 120 120 Percent of reflex times at 2 minutes N/A N/A 73% 80% 90% 90% Emergency Medical Services Number of Emergency Incidents1 4,690 4,409 4,402 3,460 4,500 4,500 Number of Emergency Medical Incidents1 2,987 2,794 3,159 3,395 2,800 2,800 Average total time with patient (on scene) - medical (minutes)2 21 19 18 18 18 17 Average total time with patient (on scene) - trauma (minutes)2 12 15 13 13 12 11 Fire/Safety Code Enforcement Number of defensible space inspections conducted 1,056 2,191 3,098 4,212 1,500 4,300 Percent of first citations brought into compliance by the second inspection N/A N/A N/A 90% 90% 93%
Story Behind Performance
Emergency Medical 1. The number of emergency incidents is an overall workload indicator. The severity and Services complexity of incidents can vary dramatically. Targets are based on recent data trends.
2. Reduced time spent with patients while on scene of incidents can help expedite definitive care in cases such as stroke, heart attack or trauma, ultimately improving patient outcome. The industry standard is 20 and 10 minutes respectively. Rural conditions, multiple patient incidents and other factors can effect on-scene times.
103 104 Health and Human Services PERFORMANCE PLAN • FY 2018 - 19
The mission of the Department of Health and Human Services is to promote and protect the health, well-being, self- sufficiency and safety of all people in Marin County.
Department Overview Marin consistently ranks as one of the healthiest counties Social Services in California, correlating with its high levels of income • Public Assistance Benefits (Medi-Cal, Cal Fresh, Cal and educational attainment. Despite this success, many Works), Employment Services, General Relief, Adult in Marin face obstacles to achieving their full potential. and Aging Services, Children and Family Services, With a focus on improving health and wellness equity, the Veterans Services and Public Guardian Department of Health and Human Services (HHS) strives to enable all residents to lead long and healthy lives. Planning and Administration Services • Department-wide management, planning, policy HHS plans, delivers, coordinates and administers a range development, Personnel Administration, Compliance of state, federal and local programs that address the and Privacy, Facilities, Information Technology Services county’s health and welfare needs. Many of its services are and Fiscal mandated by state and federal laws that differentiate client populations according to factors such as age, income, or Whole Person Care gender. The challenge for HHS is to serve Marin County • This division operates as a cross-departmental in a manner that best addresses the community, family outcome-based program and individual, while optimizing resources earmarked for specific populations or issues. FY 2017-18 Approved Budget The department is divided into five divisions, and many Revenue ($137,353,089) of the programs and initiatives are coordinated and Expense $188,560,768 operated from an integrated department-wide approach. For instance, housing support, nutrition, and substance Net County Cost $51,207,679 use prevention efforts involve initiatives that span across FTE 692 the divisions of Public Health, Mental Health and Social Services. The divisions are:
Public Health Services • Communicable Disease Control, Public Heath Preparedness, Emergency Medical Services, Chronic Disease Prevention, Detention Health Services, Community Health and Prevention
Behavioral Health and Recovery Services • Adult Behavioral Health Services, Family and Children’s Behavioral Health Services, Detention Behavioral Health, Crisis Stabilization Unit, Substance Use Prevention Services, Mobile Crisis Unit
105 Health and Human Services PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Embrace a culture where client perspectives and needs throughout the lifespan come first
Goal II: Ensure change is co-created and driven by community members
Goal III: Improve the recovery, health, well-being, self-sufficiency and safety of Marin residents
Goal IV: Transform inequitable conditions
Goal V: Strengthen effectiveness of our work with data and innovation
Goal VI: Improve HHS employees’ experience through support, trust, unity and excellence
Initiatives
♦♦ Implement a unified, coordinated entry and care management system, building upon existing programs and services to work together in one location to standardize screening, assessments, and care; promote multi-directional information sharing and care coordination among providers; and thrive for a complete elimination of silos towards a value-based approach ♦♦ Partner with other Departments to implement the Stepping Up Initiative to improve mental health services in the criminal justice context ♦♦ Serve as a mentor coalition to California Opioid Safety Network through hosting site visits, webinars and sharing resources and materials ♦♦ Design a surveillance system for tracking nonfatal opioid overdoses for follow-up for timely detection of clusters and to individualize outreach to survivors to tie them to treatment. ♦♦ Embed eligibility and enrollment staff at Marin Community Clinics to increase Cal Fresh and Medi-Cal enrollment and decrease food insecurity. ♦♦ Collaborate with the Sheriff’s Office to review dispatch calls to ensure accurate and timely response to heart attacks ♦♦ Ensure that 90% of foster home placements are approved within 90 days ♦♦ Implement the new Elder Simplified Application for Cal Fresh to bolster senior enrollment ♦♦ Expand our benefits advocacy program, Rapid Increase Social Security Eligibility, which targets clients in the General Relief program who are experiencing homelessness ♦♦ Increase contracting efficiency by implementing electronic signatures for use on HHS contracts less than $50,000 ♦♦ Relaunch the HHS Preparedness Committee to improve emergency response capabilities ♦♦ Establish a care and shelter workgroup to strengthen HHS’ response to disasters that displace Marin or regional residents, including identifying gaps to meet the medical needs of people in shelters during disasters ♦♦ Develop cross-departmental implementation plan for the Assisted Outpatient Treatment program (a.k.a “Laura’s Law”) ♦♦ Expand access to high-quality substance use treatment services through increasing the network of providers, requiring the use of evidence-based practices, improving coordination with physical and mental health, and promoting efficient and effective use of resources
10 6 Health and Human Services PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Department-wide Percentage of employes who would recommend Health and Human Services (HHS) as a good place to work N/A N/A N/A N/A 75% 75% My job makes good use of my skills and abilities N/A N/A N/A N/A 50% 69% Percentage of staff who have had a performance evaluation completed in the past year N/A N/A N/A 75% 100% 100% Percentage of direct services program clients who report being satisfied N/A N/A N/A N/A N/A 85% Percentage of programs that solicit and use community feedback in program development and evaluation N/A N/A N/A N/A N/A 75% Percentage of community partners who report HHS made meanginful contributions to collaborative efforts N/A N/A N/A N/A N/A 75% Percentage of HHS programs that review data at least once a year and use it to improve N/A N/A N/A N/A N/A 85% Behavioral Health and Recovery Services Number of clients assessed at Crisis Stabilization Unit (CSU) 1,063 1,252 952 1,581 1,300 1,400 Number of days wait time for planned initial mental health assessment N/A N/A N/A 3.4 10 7 Number of days between hospital discharge and first outpatient visit N/A NA N/A 14.2 7 7
Number of Adult Full Service Partnership slots N/A N/A N/A 228 255 285 Number of client contacts by Outreach and Engagement, Transition and Mobile Crisis teams N/A N/A N/A 1,287 1,500 1,500 Social Services Percentage of Adult Protective Services cases resolved and stabilized for 12 months N/A 82% 82% 95% 96% 85% Percentage of In-Home Supportive Services cases receiving timely reassessments N/A 71% 97% 97% 98% 98% Number of clients served at the Marin Employment Connection N/A 1,680 1,680 1,764 1,764 1,700
107 Health and Human Services PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Number of licensed foster care homes N/A N/A 36 36 48 60 Number of new applications for Cal Fresh benefits received 6,551 6,086 5,892 5,626 6,800 6,500 Number of persons receiving Cal Fresh benefits 10,286 10,799 10,380 9,819 11,600 12,000 Percentage of new applications for Cal Fresh benefits processed within regulatory timeframes 93% 95% 99% 93% 98% 98% Number of new applications for Medi- Cal received 6,554 12,119 9,420 9,567 7,500 7,500
Number of persons enrolled in the Medi-Cal program 22,000 35,330 38,101 40,818 42,000 42,000 Percentage of new applications for Medi-Cal processed within regulatory timeframes 74% 80% 85% 71% 90% 90%
Public Health Annual percentage decrease in the average of narcotic dose prescribed N/A N/A N/A 15% 8% 10% Annual percentage increase of children at a healthy weight in five target school districts that currently have a lower percent of children at healthy weight N/A N/A N/A 11% 3% 3%
Percentage of kindergarteners entering school fully vaccinated N/A N/A N/A 93% 95% 95%
108 109 110 Human Resources PERFORMANCE PLAN • FY 2018 - 19
The mission of the Human Resources Department is to create a thriving and inclusive organization with meaningful careers in public service.
Department Overview FY 2017-18 Approved Budget The Human Resources Department supports the County of Revenue $0 Marin by advancing the future of the organization though Expense $6,449,437 strategic services to County departments. Net County Cost $6,449,437 The department provides for the recruitment and retention FTE 37 of a highly-qualified workforce through talent acquisition processes, competitive compensation, classification, and employee benefits structures and a continuous cultivation of excellence though ongoing performance planning, coaching, and evaluation.
In addition, the department ensures a fair and equitable workplace environment though consultation and resolution services and negotiations with the County’s represented unions. Furthermore, the department provides opportunities for the community and County to partner together through a vibrant and robust volunteers program. The department also provides staff services to a number of commissions and committees.
111 Human Resources PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Create an inclusive organization
Goal II: Create a positive onboarding experience for new employees
Goal III: Assist departments with hiring high-quality and capable employees
Goal IV: Redesign the classification system to allow for flexibility, increased opportunities for movement, and clear and consistent use
Initiatives
♦♦ Develop a method to assess the applicant and new employee experiences at the County to ensure that we attract and retain a high quality and diverse workforce
♦♦ Provide County residents and employees an intuitive and user-friendly portal to the County of Marin Human Resources Department by launching a newly-designed website
♦♦ Deliver pilot training in cultural intelligence to all County employees
♦♦ Create opportunities for growth and development for 10-12 County employees through the Stretch Assignment pilot program
♦♦ Finalize Personnel Management Regulation (PMR) revisions with all labor organizations
♦♦ Deliver coaching culture training to all County supervisors
♦♦ Collaborate with the Administrative Technologies of Marin team to implement the Payroll/HR software modules, including the employee and self-service benefits modules
♦♦ Conduct semi-annual reviews of the application process to determine improvements
♦♦ Review classification specifications as vacancies occur, to eliminate potential artificial barriers to employment
112 Human Resources PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Hiring Statistics Number of new employees hired (external recruitments) 92 246 172 161 200 200 Number of current employees promoted 40 164 154 142 120 120 Number of job applications received 7,079 7,566 7,618 7,010 7,500 8,000 Percentage of selection panels with at least one woman, man, and a person of color N/A N/A NA N/A N/A 90% Increasing Diversity Percentage of all Assistant Department Head and Department Head recruitments that have at least one person of color in the pool of candidates offered an interview N/A N/A N/A 80% 90% 90% Percentage of all Assistant Department Head and Department Head recruitments that have at least one woman in the pool of candidates offered an interview N/A N/A N/A 100% 90% 90% Percent of employees trained on cultural competency N/A N/A N/A 10% 100% 70% Volunteer Program Number of volunteer hours 242,824 253,430 239,717 230,000 270,000 240,000 Employee Growth and Development Percentage of employees who received performance evaluations N/A N/A N/A 86% 100% 100% Percentage of employees trained on the Performance Management process N/A N/A N/A 97% 100% 100%
113 Human Resources PERFORMANCE PLAN • FY 2018 - 19
Story Behind Performance
Hiring Statistics For Number of Applications Received: Since implementing NeoGov, we have seen an increase in the number of applications received. We are therefore, expecting an increase in the number of applications received. Lines 8 and 9. For the measures involving the Department Head and Assistant Department Head candidate pools: We are working closely with our executive recruiters, educating them on the County's diversity and inclusion efforts. In determining which recruiter to use to manage a particular recruitment, we evaluate the marketing/outreach plan each potential recruiter plans to use to ensure diversity in the candidate pool. In their support of the 5-Year Business Plan, Staffing Analysts are now working more closely with hiring managers during the selection phase of a recruitment. Specific discussions about the makeup of the panel are occurring and the Analysts are providing recommendations of specific employees the hiring manager could consider contacting so that diversity on the panel is achieved. In addition, quarterly brown bag training sessions are being conducted to provide employees with the knowledge and skills they need in order to be an effective panel member. Employee Growth Employee growth and development metrics are positive one year ahead of scheduled monitoring and Development and in fact 5 of 6 metrics show a statistically significant improvement. More specifically, FY 2017- 2018 produced results including Annual Performance Evaluation rates across the County that have increased to more than 90% to 95% of all employees have participated in the Performance Excellence Program (PEP) Core Training on the County's performance management process and expectations. Data from 2017 Employee Voice Survey indicates that employee evaluations and feedback have become more meaningful to staff overall and more staff have access to career development resources than reported during 2014 Employee Voice Survey. By the end of FY18, we predict that 35% of the County Staff will have participated in the Cultural Intelligence and Competency Workshops. FY19 is expected to focus on continued implementation of the PEP Core Trainings and new Cultural Intelligence and Competency Workshops as well as measuring impact using aggregated and disaggregated data sets. Volunteer Program Figures reflect reductions due to business changes that led to fewer roles for volunteers and interns. Example: Anticipating county clinics closure, health-related volunteer roles and internships fell. Other programs became more efficient, including through technology, and that lowered some opportunities. Also, very low unemployment meant that fewer residents volunteered as part of a job-search strategy.
114 115 116 Information Services and Technology PERFORMANCE PLAN • FY 2018 - 19
We help our County departments succeed in serving the public.
Department Overview FY 2017-18 Approved Budget The Information Services and Technology (IST) Revenue ($3,479,246) Department is committed to working collaboratively with Expense $22,660,232 County departments and the local community in defining and delivering high value application and technology Net County Cost $19,180,986 products and services. The department is responsible for FTE 99 processing, maintaining, and ensuring the security of the County’s business applications and data on the appropriate hardware and software platforms.
IST is organized into four divisions:
• Systems and Applications • Infrastructure • Shared Services • Security
117 Information Services and Technology PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Provide access to information from any device, anywhere, anytime to support efficiency and openness – including a “mobile first” philosophy for all IST work
Goal II: Increase options and reduce barriers to service and information for the public and employees, including more self-service options, more flexible and accessible tools, and access to electronic documents for individuals with disabilities
Goal III: Put our customers first, aligning IST initiatives with the business needs of County departments
Goal IV: Establish a Countywide security culture emphasizing that information security is every County employee’s responsibility
Initiatives
♦♦ Collaborate with the Sheriff’s Office of Emergency Services (OES) to develop disaster preparedness and recovery plans to ensure timely business recovery and continuity of the County’s most critical information systems
♦♦ Implement and support a new, comprehensive human resources and payroll software system in calendar year 2018
♦♦ Engage with staff to review and update by December 31, 2018 IST’s “Strategic Plan 2015-2020” to refine its focus for the next 2 years
♦♦ Design and begin implementation in calendar year 2018 of a County Section 508 Accessibility Program to address access to electronic documents for individuals with disabilities
♦♦ Promote the continued growth of the open data portal and analytics with at least 5 new community data sets and sharing “stories behind the numbers”
♦♦ Provide easier access for the public to request official documents recorded in Marin County with new self-service, online ordering of County Recorder documents
♦♦ Enhance Marin County property tax bill online services and information with the ability for the public to opt-in for electronic due date notifications, and with detail for individual bonds and parcel taxes with direct links for the public to contact associated agencies
♦♦ Implement a new County intranet to increase employee productivity, communication and engagement
♦♦ Complete a pilot project to implement electronic signatures for use on County contracts less than $50,000 in value, with the potential to expand to additional contracts and uses
♦♦ Complete a comprehensive information security assessment
♦♦ Given projected staff retirements, plan for knowledge transfer associated with critical business systems to ensure quality service
118 Information Services and Technology PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target Mobile Apps Number of total mobile apps N/A 2 5 7 10 12 Moving Processes Online Number of visitors to the County website 1,948,342 1,796,015 1,505,704 2,207,310 2,200,000 2,210,000 Total number of online payment options available to the public N/A N/A N/A 8 13 15 Total number of total automated online forms N/A 3 8 29 34 39 Total number of datasets available to the public through the open data portal N/A N/A N/A 16 24 30 Employee Growth and Development Percent of employees who have completed annual security awareness training N/A N/A N/A 0% 50% 100% Number of IST Internships completed in fiscal year N/A N/A N/A 3 6 4 Accessibility Number of hours auditing and emediating public-facing web pages and Board of Supervisor’s Documents N/A N/A N/A N/A N/A 1,250 Number of County staff trained in web and electronic document accessibilty N/A N/A N/A N/A N/A 35
119 12 0 Marin County Free Library PERFORMANCE PLAN • FY 2018 - 19
Provide welcoming, equitable and inclusive opportunities for all to connect, learn and explore.
Department Overview FY 2017-18 Approved Budget The Marin County Free Library (Library) operates ten Revenue ($16,137,853) branch libraries in Marin under the authority of the Board of Expense $17,499,304 Supervisors. Use of Fund Balance $1,361,451 The Library operates four outreach programs, including FTE 104 a bookmobile service to rural areas of the County, and services to senior, retirement and day care centers. The Library also operates the F.L.A.G.ship vehicle (Families Learning and Growing), which offers a free mobile preschool. The Library’s West Marin library services provide immigration assistance, language learning opportunities and the Reading on the Ranches program in the summer.
In 2014, the Library adopted a strategic plan and has since made significant advances in promoting educational equity in Marin County. In addition to targeted programs and services to provide equitable and inclusive opportunities, the Library offers traditional services, including a collection of materials (including Spanish language) for all ages, computers and technology, and robust youth services. The Anne T. Kent California Room manages significant historical collections in the Civic Center Library, and its Annex houses the Schroeder Map collection of over 30,000 original maps and surveys.
In alignment with County goals, the Library embraces improving equitable outcomes for all residents and provides opportunities for all to connect, learn and grow.
The Library includes the following programmatic units: • Administrative Services • Technical Services • Outreach Services • Facilities Management • Branch Operations
121 Marin County Free Library PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Be the preferred place for children, families and caregivers to connect, learn and grow together
Goal II: Support youth in our community with opportunities for self-discovery and expression
Goal III: Be a positive environment for mobile (i.e., smart phones and devices) and digital literacy
Goal IV: Support adults through life stages with opportunities for self-development and independent learning
Initiatives
♦♦ Develop and execute an action plan to recruit and retain a diverse workforce with a focus on providing educational support and creating career pathways
♦♦ Replace the existing F.L.A.G.ship with a new vehicle to improve early literacy services and bilingual services to children 0-5 and their families
♦♦ Develop a more diverse and socially just collection that accurately reflects all of our communities
♦♦ Actively engage adult patrons to develop collections, programs and services to advance their life-long learning and independent living
♦♦ Develop, expand and codify new agreements with Marin County School Districts to improve grade-level reading performance across the County. This includes Novato Unified School District, Sausalito/ Marin City School District, Shoreline Unified School District and other districts and educational support organizations in the county service area
♦♦ Create targeted education programs for 21st century learning outcomes, which incorporate Science, Technology, Engineering, Art, and Math, with particular emphasis on Virtual Reality
12 2 Marin County Free Library PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Library Use Number of visits to all branch libraries 961,943 1,045,756 1,092,871 1,083,910 1,500,000 1,100,000 Number of items circulated 2,335,607 1,986,529 1,863,463 1,717,322 2,000,000 1,700,000 Number of electronic items circulated N/A 90,578 113,432 124,094 104,879 115,367 School Partnerships Total number of partnerships established with K-12 school districts N/A 4 4 1 12 2 New library cards distributed to youth through partnerships N/A 7,000 2,136 7,596 5,000 500
Story Behind Performance
Library Use Noting that physical circulation is starting to decline and electronic is starting to rise. These trends will likely continue into the future and have impacts on staffing and workloads in the Library. School Partnerships This fiscal year we provided cards to the Novato Unified School District, the largest district in service area. Next year will focus on smaller school districts.
123 124 Marin County Parks PERFORMANCE PLAN • FY 2018 - 19
Marin County Parks is dedicated to educating, inspiring and engaging the people of Marin in the shared commitment of preserving, protecting and enriching the natural beauty of Marin’s parks and open spaces, and providing recreational opportunities for the enjoyment of all generations.
Department Overview FY 2017-18 Approved Budget Marin County Parks includes county parks, planning Revenue ($23,645,404) and administration, landscape services, the open space Expense $27,481,806 district (MCOSD), and the countywide integrated pest management program. Net County Cost $3,836,402 FTE 86 The department is responsible for planning, acquiring, and managing the County’s approximately 16,000 acres of public open space and 249 miles of public trails, as well as the County’s park system that includes five regional parks, eight neighborhood parks, six bike paths, two boat ramps, sixteen landscaping areas, and eight County Service Areas. Marin County Parks’ lands and facilities received over 6 million visits last year. The department also conducts and manages the countywide Integrated Pest Management Program (IPM). The department currently has ten citizen advisory boards, including a citizen oversight committee that reviews Measure A expenditures annually.
125 Marin County Parks PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Protect and restore our lands
Goal II: Grow and link the County’s system of parks, trails, and protected lands
Goal III: Foster discovery, learning and stewardship
Goal IV: Connect communities with the land for recreation and health
Goal V: Achieve sustainable long-term financial viability to satisfy operational needs, capital requirements, and desired programs and services
Initiatives ♦♦ Implement road and trail improvement projects within the Mount Burdell Open Space Preserve that includes improvements to Middle Fire Road and Eagle Rim Trail ♦♦ Perform defensible space and fire fuel management within Open Space District preserves in partnership with other land managers, neighboring property owners, and fire agencies ♦♦ Conduct community engagement and outreach efforts to plan the future use of the San Geronimo Golf Course Property ♦♦ Complete critical pruning and hazard tree removal within regional parks, landscape sites, and various open space preserves ♦♦ Identify and remove new/ isolated occurrences of invasive growth to mitigate threats through an early detection and rapid response program as part of our One Tam partnership ♦♦ Complete improvements to Conifer Fire Road to reduce environmental impacts within the Gary Giacomini Open Space Preserve ♦♦ Replace deteriorated site furnishings such as garbage cans and recycle bins at McNears Beach, Paradise Beach, and McInnis parks ♦♦ Design and construct a shade structure at Stafford Lake Park to improve the visitor experience ♦♦ Complete design work on the habitat enhancement pond project for the California red legged frog within the Mount Burdell Open Space ♦♦ Complete 30% design development of the Bolinas Lagoon North End Sea Level Rise Adaptation Project ♦♦ Host community meetings and technical workshops to advance the planning efforts of Bothin Marsh and Mill alley-V Sausalito Multiuse Path Sea Level Rise Adaptation Project ♦♦ Complete year 6 of a multiyear restoration project at Arambaru Island in Richardson Bay which will include revegetation of native plants and invasive plant removal ♦♦ Complete 30% design development of the McInnis Marsh Restoration and Sea Level Rise Adaptation Project ♦♦ Increase access to parks by underserved groups through implementation of the Measure A community grant program ♦♦ Partner with local health care providers to link patients to healthy park activities through the park prescriptions program
12 6 Marin County Parks PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Revenue Sources Total annual pass revenue collected 24,672 23,934 40,246 40,761 23,690 40,500 Golf course revenue 453,884 461,803 446,193 404,308 450,000 450,000 McInnis ball field rental 50,171 68,554 32,326 52,040 22,851 42,100 Engaging the Community Number public meetings N/A N/A N/A N/A N/A 30 Number interpretive programs and ranger events 101 130 114 119 110 125 Number hours worked by volunteers 18,187 17,873 18,805 20,025 20,000 20,000 Number habitat restoration, trail work days, and clean-up events hosted N/A N/A N/A N/A N/A 190 Number Instagram followers N/A 237 878 1,764 1,500 2,250 Number Twitter followers 2,167 2,677 3,510 4,352 5,000 6,000 Number Facebook followers 1,608 2,401 3,425 4,066 5,000 5,500 Conserving the Land Number of miles of undesignated "social" trails 94 94 92 91 90 86 Number road and trail sustainability projects N/A N/A N/A N/A N/A 8 Number miles of road and trail activetly maintained 156 156 160 161 162 166 Number patches of highest priority weeds treated (EDRR) N/A N/A N/A N/A N/A 100 Protecting Life and Property Number acres managed for wildfire prevention N/A N/A N/A N/A N/A 1,816 Number acres mowed for emergency vehicle access N/A N/A N/A N/A N/A 250 Number acres grazed by livestock for wildfire prevention N/A N/A N/A N/A N/A 1,300 Promoting Equity and Access Number easy access outdoor nature programs for seniors N/A N/A N/A N/A N/A 12 Number free access Library Park Pass check-outs N/A N/A N/A N/A N/A 5,750 Number miles of bike-accessible trail 13 13 16 17 18 22 Number miles of hiker accessible trail 54 54 58 59 60 64 Number miles of equestrian accessible trail 52 52 53 54 54 58 Number of new projects completed that improve equity and access N/A N/A N/A N/A 4 3
12 7 Marin County Parks PERFORMANCE PLAN • FY 2018 - 19
Climate Change Resilience Number sea level rise adaptation projects N/A N/A N/A N/A N/A 4 Number acres of protected farm and ranchland in agricultural production (supports buying local) 623 186 821 929 1,600 800 Protecting Wildlife Number acres of active habitat restoration N/A N/A N/A N/A N/A 125 Number wildlife research projects N/A N/A N/A 14 14 14 Number Wildlife cataloging events hosted N/A N/A N/A N/A 12 12
Story Behind Performance
Invasive Pest Control This first year we did not see overall reduction in weed cover within fuel breaks. Invasive weed control is a long-term commitment and could take multiple seasons to see the benefits of our integrated approach. We are removing this measure until useful data can be acquired.
12 8 Climate Change Resilience Number sea level rise adaptation projects N/A N/A N/A N/A N/A 4 Number acres of protected farm and ranchland in agricultural production (supports buying local) 623 186 821 929 1,600 800 Protecting Wildlife Number acres of active habitat restoration N/A N/A N/A N/A N/A 125 Number wildlife research projects N/A N/A N/A 14 14 14 Number Wildlife cataloging events hosted N/A N/A N/A N/A 12 12
12 9 13 0 Probation PERFORMANCE PLAN • FY 2018 - 19
The mission of the Marin County Probation Department is to further justice and community safety and to hold offenders accountable while promoting their rehabilitation.
Department Overview
The Probation Department serves to protect the community Operating Principles through its role in conducting investigations and working • We believe people can change and we can be with the courts on decisions pertaining to sentencing instrumental in assisting in that change matters, and in providing alternatives to incarceration • We protect the community through the use of for qualified offenders. The department is charged with evidence-based practices, emphasizing rehabilitation, supervising adult and juvenile offenders in the community accountability and community justice and works collaboratively with law enforcement agencies • We continuously strive to reduce the impact of crime and community-based organizations to ensure that court and conflict on victims and the community orders are enforced. • We respect the dignity of every individual • We are committed to ongoing learning, to personal and The County of Marin Probation Department offers an professional development and to making use of our array of mandated and optional services for the court, individual and collective experiences adult and youth offenders, victims of crime, and the • We function as a cooperative team, emphasizing diverse communities of Marin. In addition, the department ongoing communication, both internally and in has developed strong partnerships with the courts, law conjunction with other departments, agencies, our enforcement, District Attorney, Public Defender, Health partners and stakeholders and Human Services, schools and local community • We promote personal productivity, health, and organizations to develop outreach programs to strengthen balance in a safe, supportive and respectful working family and youth resiliency and target behaviors that drive environment in support of the department’s mission criminal activity. The department prides itself on offering • We are committed to continuous evaluation and a balance between public safety, offender accountability, improvement of our programs, practices and rehabilitative services and restorative practices. interactions Through the department’s support of proven and cost- effective practices and programs, it remains committed to a FY 2017-18 Approved Budget process of continual improvement of services in partnership with the communities it serves. Revenue ($10,253,293) Core Values Expense $21,753,012 • Personal and professional integrity, growth and Net County Cost $11,499,719 development FTE 112 • Respect for each person’s individuality, experience and contributions • Awareness of and respect for cultural diversity • Empowerment through communication, collaboration and cooperation • Individual and organizational competence, fairness and accountability 131 Probation PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Increase the percentage of clients who successfully complete their conditions of probation
Goal II: Improve the effectiveness and efficiency of Probation programs
Goal III: Utilize training and staff development opportunities to ensure high level of employee performance
Goal IV: Promote the values and principles of community justice
Initiatives ♦♦ To measure the success of Probation Officers in providing the best opportunity for offenders to create positive behavior change, the Adult Division will send a quarterly survey to all persons who have had a case closed in the prior quarter
♦♦ Provide quality training and growth opportunities for staff at all levels of the department by developing an internal Management Seminar series open to all level of employees and providing opportunities for staff to become certified trainers and provide in-house training to peers
♦♦ Implement an enhanced appointment scheduling module and create a victim restitution tracking system within the Adult Division Case Management System; and additional enhancements to the Juvenile Case Management System
♦♦ Partner with the Information Services Technology Department to create on-line application forms for alternatives to custody programs
♦♦ Conduct annual Organizational Development program focusing on providing increased learnings in topics around emotional intelligence for all staff
♦♦ Complete the third and final phase of the Adult Probation Office redesign at the County Civic Center
♦♦ Identify and explore opportunities to replace the County Juvenile Hall with a facility that meets modern standards for security and programming needs
132 Probation PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Adult Supervision Number of cases supervised in Adult Probation supervision units1 2,289 1,955 1,908 1,729 2,100 1,900 Average number of cases served per probation officer over the year2 91 82 83 82 91 83 Number of probationers convicted of a new felony offense while under supervision 42 65 36 47 30 30 Number of probationers convicted of a new misdemeanor offense while under supervision N/A 105 62 65 75 60 Percent of adult clients successfully completing probation 66% 72% 72% 72% 80% 90% Number of adults on felony probation N/A 885 854 874 900 900 Rate of adult probationers sentenced to state prison 1.5% 1.9% 1.1% 1.1% 2.0% 1.0% Post-Release Supervision Number of Post-Release Community Supervision (PRCS) cases released to Marin County3 32 30 30 25 N/A 15 Number of Mandatory Supervision (MS) cases sentenced to Marin County N/A 33 23 32 30 45 Total number of PRCS/MS participants per Probation Officer served over the year 32 39 39 44 30 30 Rate of MS/PRCS cases successfully completing their program with no new felony or misdemeanor conviction 95% 91% 96% 96% 95% 100% Juvenile Probation Cases Number of Referrals to Juvenile Probation 628 703 758 680 700 700 Rate of successful completion of probation for Juvenile Probation cases 90% 87% 83% 82% 90% 90% Recidivism rates two years post probation closure 25% 18% pending pending 15% 15% Recidivism rate while on probation 16% 12% 15% 10% 10% 10% Juvenile Hall Number of youth surveyed after detention 191 210 321 177 200 200 Rate of youth reporting they felt safe during detention 99% 97% 99% 97% 100% 100%
133 Probation PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Rate of youth reporting they were treated with respect during detention 97% 96% 96% 96% 100% 100% Juvenile Detention for Technical Violations Total number of bookings for technical violations of probation for High and Very High risk cases (violations of Home Detention and Electronic Monitoring, warrant or remand) 115 157 158 97 130 100 Victim Restitution Percentage of restitution dollars owed by juvenile probationers that are paid before case closure N/A 89% 77% 68% 90% 90% Percentage of victims (of crimes committed by a juvenile) made whole before case closure N/A 70% 77% 73% 90% 90%
Employee Development Percent of employees receiving an annual evaluation 100% 100% 100% 100% 100% 100% Percent of employees completing their annual mandated State Training Corrections (STC) training hours 100% 100% 100% 100% 100% 100% Number of staff attending Leadership Academy 3 2 1 0 2 2 Number of management staff attending Human Resources Academy 2 0 0 2 2 2 Average number of STC mandated training hours completed per sworn staff member 4 93 104 99 95 100 80
134 Probation PERFORMANCE PLAN • FY 2018 - 19
Story Behind Performance
Adult Supervision 1. Adult Probation Supervision Units include the supervision of persons on formal probation, county parole, work program and diversion. 2. Caseloads are assigned by client risk levels. Average caseloads for medium risk cases are set at 60, high risk are set at 30, and several hundred cases are carried by Probation Officers supervising the lowest risk cases.
Post-Release 3. The POST Release Supervision case load provides services to two distinct populations, PRCS Supervision are persons released from the State Prison sentence and come under the Probations Department supervision for the first year of their transition back into the community (fomerly a service provided by State Parole). In addition the unit supervises defedants who have been sentenced to serve a jail term split between the County jail and supervision in the community. Employee 4. Target annual hours of STC training is reduced to reflect a reduction in State funding for this Development purpose, however the department still encourages staff to complete well above the required 40 hours annually.
135 13 6 Public Defender PERFORMANCE PLAN • FY 2018 - 19
The mission of the Office of the Public Defender is to provide effective and innovative legal services for clients by protecting their constitutional rights, treating them with respect and encouraging them to lead productive and positive lives.
Department Overview FY 2017-18 Approved Budget The Office of the Public Defender provides legal and Revenue ($1,895,059) holistic representation for those who are unable to afford Expense $7,978,691 counsel. Public Defender staff represent clients in felony, misdemeanor, juvenile, family support, and civil mental Net County Cost $6,083,632 health cases. FTE 37.50
The office is committed to providing excellent legal defense while also investigating and mitigating the collateral consequences a criminal conviction can have on immigration, educational, housing and employment opportunities.
As community-oriented defenders we seek to be a partner in solving community problems and providing opportunities for those seeking to change their lives.
137 Public Defender PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Provide effective and innovative legal services to our clients
Goal II: Create partnerships with other County departments and with community organizations to provide more comprehensive and holistic service to our clients
Goal III: Increase employee growth and development through employee-created initiatives
Goal IV: Evolve into a more diverse and inclusive department
Initiatives
♦♦ To improve holistic representation of clients, a more comprehensive assessment model will be created, enhancing the workflow between attorneys and staff to better support our clients in leading productive and positive lives
♦♦ Engage 18 staff members in our employee-created growth and development plan so that their work will be more productive and effective
♦♦ Make effective decisions regarding our work by including employees directly in the decision-making process and incorporate more diverse perspectives
♦♦ Our entire office will collaborate to define our shared vision and values to provide more effective and innovative legal services to our clients
13 8 Public Defender PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Employee Development Number of employees engaged in employee growth and development plan N/A N/A N/A 12 18 22 Percentage of employees who report that their engagement in this plan resulted in personal or career growth and that their work is now more meaningful to them N/A N/A N/A 60% 70% 70% Outreach Number of community events our employees attend as representatives of the Public Defender’s Office N/A 10 25 31 26 35 Client Services Percentage of clients assessed for holistic service needs N/A N/A N/A 75% 100% 100% Number of clients referred to services (mental health, medical, social, substance abuse, reentry, immigration and veterans) N/A N/A N/A 600 800 1,000 Number of successful case expungements, certificates of rehabilitation, Proposition 47 and Proposition 64 N/A N/A N/A 102 125 150 Diversity and Inclusion Number of cultural competency trainings offered to employees N/A N/A N/A 1 2 2
13 9 14 0 Public Works Department PERFORMANCE PLAN • FY 2018 - 19
The mission of the Public Works Department is to serve the people of Marin by providing a safe, sustainable environment and enhanced quality of life through improvements to and maintenance of public infrastructure, and to provide timely and efficient service and support to other County departments and local agencies to assist them in achieving their goals.
Department Overview FY 2017-18 Approved Budget The Department of Public Works administers a variety of Revenue ($34,524,326) programs including capital improvement, disability access, Expense $53,525,662 and engineering projects; maintenance of county roads and buildings, communications facilities and vehicles; Net County Cost/Use of Fund Balance $19,001,336 flood control, watershed planning, land development and FTE 246 permitting, fish passage and stream restoration, storm water management and pollution prevention; waste management; traffic and transportation planning; Gnoss Field Airport operations; and general service functions such as accounting and administration, purchasing, printing services, and real estate.
141 Department of Public Works PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Work together to be a more responsive government by becoming a more adaptive organization where we encourage engagement, learning and leadership at all levels
Goal II: Provide effective infrastructure construction and maintenance
Goal III: Enhance quality of life by protecting and restoring environmental resources through sustainability programs that address climate change and sea level rise
Initiatives ♦♦ Implement pavement restoration standards on all work by third parties such as PG&E and North Marin Water District in county roads as part of the County’s annual road resurfacing program
♦♦ Implement a 10-year program for road maintenance and rehabilitation to utilize revenues from Senate Bill 1 (SB1), the Road Repair and Accountability Act of 2017, and overlay or seal coat 25 centerline miles per year
♦♦ Implement a program plan to replace four bridges and retrofit one bridge and begin construction by June 2020
♦♦ Finalize environmental clearance, complete design, and begin construction on the Federal Lands Access Program (FLAP) grant-funded project on Sir Francis Drake Blvd. in Point Reyes National Seashore
♦♦ Complete environmental process for the FLAP grant funded project on Muir Woods Road by December 2018
♦♦ Implement Phase 2 of BayWAVE to increase resilience through coordinated planning with local jurisdictions, build pilot scale adaptation projects, lead on policy guidance for land use and capital planning, and continue participation in regional efforts such as Resilient by Design
♦♦ Implement strategies with Capital improvements from the Climate Action Plan adopted by the Board of Supervisors including finalize design and construction for up to 30 electric vehicle charging stations at the Civic Center Campus in conjunction with a PG&E grant program
♦♦ Prepare for a new set of trash control requirements that are expected to be added to the state’s Phase II Stormwater Permit by late 2019, which will give the County ten years to install trash capture devices and implement controls to achieve zero discharge of trash larger than 5mm from priority areas of the County storm drain system
♦♦ Implement a design to prevent stormwater from infiltrating the on-site materials storage areas within the General Services Administration facility
♦♦ Design and construct final phase of the District Attorney’s Office and final phase of the Probation Department’s tenant improvements located within the Civic Center Hall of Justice
♦♦ Construct the first phase of the Civic Center Roof Replacement project on theAdministrative Wing and Library, including implementation of state-of-the-art environmental practices containing all waste generation and limiting noise, dust and light migration
♦♦ Complete the design and permitting, and initiate the construction, for the replacement Tomales Fire Station, including sustainable energy and stormwater management elements to support LEED silver status
♦♦ On behalf of 25 local emergency response agencies, implement the next generation Marin Emergency Radio Authority (MERA) system, completing the California Environmental Quality Act determination in FY 2018-19, and completing the designs, constructing site improvements and beginning the installation and testing of the new system in FY 2019-20
♦♦ Continue work on the Cove Stormwater Pump Station Upgrades project in Flood Control Zone 4, Tiburon
142 Department of Public Works PERFORMANCE PLAN • FY 2018 - 19
♦♦ Complete comprehensive annual safety analysis of county and arterial roadways to identify recurring issues, trends and potential improvements or other measure to improve safety on county roads
♦♦ Increase the meaningfulness of employees’ annual performance evaluations
♦♦ Identify opportunities for stretch assignments to support ongoing employee growth and succession planning.
♦♦ Support employee training initiatives, including Cultural Intelligence and Competency Workshops, and the 5 Year Business Plan Anti-Bias course for hiring managers
Performance Measures 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Actual Target Target
Recycling Programs Countywide diversion rate (percent of waste diverted from landfills) 74% 75% 74% 69% 80% 80% Roads Average Pavement Condition Index (PCI) of unincorporated County road system 60 60 60 65 60 67 Restoration of encroachment permits with impact to County road system. N/A N/A N/A N/A 95% 95% Reducing Environmental Impact Kilowatt-hours of energy used by County facilities (in thousands) 15,347 14,966 15,122 14,816 14,816 14,925 Kilowatts of solar photovoltaic installed on County properties 534 1,000 1,000 1,061 1,061 N/A Number of hybrid and plug-in electric vehicles in the County's fleet 67 70 73 80 73 83
143 Department of Public Works PERFORMANCE PLAN • FY 2018 - 19
Story Behind Performance
Recycling Programs Marin continues to have relatively high access and participation in waste diversion programs; however a strong local, state and national economy has resulted in increased consumption and corollary waste generation – increasing waste generation. Also, in 2016/2017 two, one-time events depressed the diversion rate an estimated 4%.
Roads Between 2015 and 2016, there is a five-point increase in the PCI, for two reasons.The first is that MTC changed the distress protocols in Spring 2016 from 7 to 8 distresses (i.e. weathering and raveling were separated into two distresses.) When observed, more roads fell into the less distressed category, thereby increasing the PCI with no work performed. The second reason is that there are significant numbers of road sections with localized repairs (i.e. patches) that were observed that had not been in several years. Although patches are also considered a defect, they replaced distresses such as alligator cracking that had higher impacts on the PCI. In other words, roads with patches have a higher PCI than those with alligator cracking. The County’s maintenance crews have been active in conducting local repairs, most of which were historically not considered in PCI calculations. For these reasons, Marin County saw an increase in PCI from 60 to 65 last year, irrespective of road resurfacing capital project efforts. Reducing The following solar arrays were installed in 2017 Environmental • Nicasio - 33.4 kWatts D.C. Impact • 3270 Kerner - 35.3 kWatts D.C.
We have none targeted for 2018. We are working with the Climate Action Plan folks to install 30 EVCS’s at the Civic Center and an additional ten at McInnis park in 2018.
14 4 14 5 14 6 Marin County Sheriff’s Office PERFORMANCE PLAN • FY 2018 - 19
The Marin County Sheriff’s Office is committed to partnering with our communities to provide leadership and excellence in public safety.
Our Core Values: Partnership, Leadership, Excellence
Department Overview FY 2017-18 Approved Budget The Sheriff-Coroner is the lead law enforcement agency Revenue ($25,569,357) for Marin County with a role in law enforcement defined by Expense $69,913,393 statute and by social and historic events. The department is headed by the elected Sheriff-Coroner, Robert T. Doyle. Net County Cost $44,344,036 Sheriff Doyle’s executive command staff consists of an FTE 312 undersheriff and three captains. The department strives to be receptive and responsive to the expectations of the community’s needs through daily interactions with residents, which provides feedback on job performance and relationships with the community. The department is committed to being a model organization providing the best, most efficient, and most professional law enforcement services to residents of Marin County.
The department provides a myriad of law enforcement services to the County of Marin. The Bureau of Detention Services oversees the operation of the County Jail and security for the Marin County Superior Court.
The Bureau of Field Services oversees the operation of all patrol and criminal investigative services, and the Sheriff’s Office of Emergency Services.
The Bureau of Administration and Support Services oversees the operation of the Sheriff’s Business Office, Records, Warrants, and Civil Divisions, the Sheriff’s Public Safety Communications Division, Professional Standards Unit, and the Technical Support Unit.
14 7 Marin County Sheriff’s Office PERFORMANCE PLAN • FY 2018 - 19
ONE-YEAR PERFORMANCE PLAN
Goal I: Provide excellent public safety call-answering and dispatch services
Goal II: Provide excellent emergency management services
Goal III: Provide excellent automated systems to support public safety effectiveness and efficiency
Goal IV: Provide quality and efficient detention services to individuals requiring incarceration in Marin County
Goal V: Provide excellent customer service in the Documentary Services Division
Goal VI: Conduct death investigations in a timely manner
Initiatives
♦♦ Begin to accept text to 9-1-1 calls in our dispatch center. This will allow those individuals who need to communicate with our emergency dispatchers via 9-1-1 the ability to text message in a geographical area that the Sheriff’s Office Communications Center covers.
♦♦ Enhance employee participation in our new evaluation process so evaluated employees are pushing up their performance review and goals. Previously our evaluation process consisted of a top down evaluation. At any time, employees can now enter accomplishments and goals into the Trakstar employee evaluation system.
♦♦ Institute a Computer Aided Dispatch interface to assist in interoperability with other local government resources, as well as add functionality for incident management
♦♦ Implement tablets for inmates in the Marin County Jail in an effort to increase educational and programming opportunities
♦♦ Work with Health and Human Services to treat inmates in need of Mental Health services in the Marin County Jail
♦♦ Work with other local government fire agencies to provide interfaces to a statewide incident management system using computer aided dispatch information and global positioning systems of field units
♦♦ Implement digitization of microfilm rolls and hard copy reports containing historical incident/arrest reports collectively spanning from roughly the 1950’s to 2005
♦♦ Implement the publishing of crime reporting statistics, in conjunction with Information Services and Technology, on the County of Marin website
♦♦ Work with other Marin County law enforcement agencies to collectively provide in-service training, such as active shooter response, that will reduce cost and enhance collaboration and partnership for Marin law enforcement officers responding to calls for service
♦♦ Obtain a Use of Force and De-escalation simulator to help with ongoing officer training
14 8 Marin County Sheriff’s Office PERFORMANCE PLAN • FY 2018 - 19
Performance Measures 2014-15 2015-16 2016-17 2017-18 2018-19 Actual Actual Actual Anticipated Anticipated
Marin County Jail Annual number of people booked in the Marin County Jail 7,511 6,933 6,638 6,000 7,049 Annual average daily jail population 266 297 324 280 324 Crime Statistics Number of violent crimes against person and property 998 1,136 1,019 1,000 1,322 All other nonviolent crimes against person and property 5,934 5,738 2,943 6,400 3,058 Dispatch Services Annual total number of 911 calls processed by the Communications Center 44,104 52,077 53,990 55,000 60,387 Annual total number of events processed by the Communications Center 146,091 153,382 182,069 152,000 193,225 Coroner Total death cases reported to the Coroner Division 956 805 1,033 910 940
Story Behind Performance
Marin County Jail The number of jail bookings had been declining for several years. This decline may have been due in part to the passage of Proposition 47, which reduced nonviolent crimes from felonies to misdemeanors, thereby allowing officers and deputies to issue citations in lieu of booking arrestees at the jail. However, the number of bookings is on track to increase this Fiscal Year, possibly due to Proposition 47 cases becoming warrants of arrest. The average daily population has also increased over the last two years. Crime Statistics Statistical changes seen between FY 2015-16 and FY 2016-17 are the result of our new Computer Aided Dispatch system. We no longer issue case numbers for false alarms as of April 2016. In years prior, that data was included in the statistic for “All other nonviolent crimes.”
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