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Finance and General Government Group County of San Diego Finance and General Government Group Finance and General Government Group at a Glance 401 Finance and General Government Group Summary & Executive Office 403 Board of Supervisors 409 Assessor/Recorder/County Clerk 415 Treasurer-Tax Collector 423 Chief Administrative Office 429 Auditor and Controller 433 County Technology Office 439 Civil Service Commission 445 Clerk of the Board of Supervisors 449 County Counsel 453 Grand Jury 461 Human Resources 465 County Communications Office 471 Finance & General Government Group at a Glance Adopted Budget by Department BudgetbyDepartment FiscalYear2017Ͳ18:$409.1million CountyTechnologyOffice $176.9M 43.2% BoardofSupervisors ChiefAdministrative $9.2M Office 2.3% $5.2M 1.3% GrandJury $0.8M TreasurerͲTaxCollector 0.2% $23.0M CountyCounsel 5.6% $27.3M 6.7% Finance&General Clerk of the Board of GovernmentExecutive Supervisors Office $3.9M $25.1M 6.1% 1.0% CivilServiceCommission $0.5M Assessor/Recorder/ 0.1% County Clerk AuditorandController $69.7M $36.3M 8.9% CountyCommunications 17.0% HumanResources Office $26.6M $4.6M 6.5% 1.1% FINANCE AND GENERAL GOVERNMENT GROUP ADOPTED OPERATIONAL PLAN FISCAL YEARS 2017–18 AND 2018–19 401 FINANCE & GENERAL GOVERNMENT GROUP AT A GLANCE Adopted Staffing by Department StaffingbyDepartment FiscalYear2017Ͳ18:1,195.50staffyears Assessor/Recorder/ CountyClerk 410.50 34.3% ChiefAdministrative Office Board of Supervisors 15.50 1.3% 56.00 4.7% TreasurerͲTaxCollector GrandJury 123.00 1.00 10.3% 0.1% Finance&General Government Executive CountyCounsel Office 140.00 21.00 11.7% 1.8% CivilServiceCommission 4.00 0.3% ClerkoftheBoardof HumanResources Supervisors 120.00 28.00 10.0% 2.3% CountyCommunications Office 22.00 1.8% CountyTechnologyOffice AuditorandController 17.00 237.50 1.4% 19.9% 402 ADOPTED OPERATIONAL PLAN FISCAL YEARS 2017–18 AND 2018–19 FINANCE AND GENERAL GOVERNMENT GROUP Finance and General Government Group Summary & Executive Office Mission Statement To provide timely, accurate, efficient and effective financial, legislative and general government services to residents, local public agencies, County departments and individual County employees that are consistent with federal, State and local requirements. Group Description The Finance and General Government Group (FGG) provides essential support services and infrastructure to external customers and internal County departments that enable how the department contributes to their outcome. For more achievement of the goals in the County’s Strategic Plan and information on the strategic alignment, refer to the Strategic adherence to the General Management System (GMS). FGG Framework and Alignment section. maintains and continually strengthens the financial backbone of County operations and bears responsibility for human FGG Departments resources, technology, communications, legal, legislative and other key government functions. Services are provided to Assessor/Recorder/County Clerk internal and external customers based on the following Treasurer-Tax Collector principles that align with the Operational Excellence Strategic Chief Administrative Office Initiative: Auditor and Controller Promote a culture of ethical leadership and decision making County Technology Office across the enterprise. Civil Service Commission Align services to available resources to maintain fiscal stabil- Clerk of the Board of Supervisors ity. County Counsel Provide modern infrastructure, innovative technology and Grand Jury appropriate resources to ensure superior service delivery to our customers. Human Resources Strengthen our customer service culture to ensure a positive County Communications Office customer experience. Develop, maintain and attract a skilled, adaptable and diverse FGG 2017–19 Priorities workforce by providing opportunities for our employees to feel valued, engaged, and trusted. Healthy Families Strategic Framework and Alignment Through internal and external collaboration, make health, safety, In the County’s Strategic Framework, Groups and Departments and thriving the focus of priorities and programs support four Strategic Initiatives: Healthy Families, Safe Commu- Work with all departments to increase employee nities, Sustainable Environments, and Operational Excellence. participation in Live Well San Diego events and the Audacious Visions and Enterprise-Wide Goals (EWG) assist County’s Employee Wellness Program. departments in aligning with and supporting the County’s Vision and Strategic Initiatives. In addition, Cross-Departmental Objec- Safe Communities tives (CDO) demonstrate how departments and/or external part- ners are collaborating to contribute to the larger EWG. Assist in the prevention and enforcement strategies to protect Nomenclature seen in parenthesis (e.g., “SC1” or “HF3”) our youth from crime, neglect and abuse throughout the Operational Plan reference these CDOs and show Provide legal services to Health and Human Services Agency (HHSA) for children who have been dependents of the Juvenile Court to ensure safety for children that may have been victims of abuse. FINANCE AND GENERAL GOVERNMENT GROUP ADOPTED OPERATIONAL PLAN FISCAL YEARS 2017–18 AND 2018–19 403 FINANCE AND GENERAL GOVERNMENT GROUP SUMMARY & EXECUTIVE OFFICE Evaluate, upgrade and implement technology where Operational Excellence applicable to enhance functionality, increase effectiveness and provide an effective return on investment. Maintain fiscal stability of County resources Continue to earn the Distinguished Budget Award from the Provide leadership on issues and decisions that impact the Government Finance Officers Association, demonstrating financial well-being of the County. that the published budget document meets program Continue to increase the financial literacy of County criteria for excellence as a policy document, an operations employees at every level within the organization in order guide, a financial plan and a communications device. to reinforce prudent decision making and increase Continue to strengthen our customer service culture and cultural comprehension of departmental financial activities. competence Negotiate fiscally prudent successor Memoranda of Continue to strive for a positive experience for every Agreement with 6 of 25 bargaining units and 4 of 9 existing customer by ensuring that employees use a positive employee organizations. approach in all interactions with both internal and external Utilize modern technology to improve service delivery customers. Evaluate, upgrade and implement technology where Increase countywide knowledge and awareness of applicable to enhance functionality, increase effectiveness diversity, inclusion, and cultural competence so that and provide an effective return on investment. employees feel valued and fully engaged in supporting a workplace and community that is healthy, safe and thriving. 2017–19 FGG Cross-Departmental Objectives Each of the five business groups has a Cross-Departmental Objectives (CDO) table listing the CDOs to which their departments make significant contributions. This table shows various FGG departments efforts toward the achievement of the CDO and includes addi- tional County business group(s) contributing to the CDO listed. To see more detailed information on a specific contribution to a CDO, see that department’s Fiscal Years 2017–19 Objectives with the corresponding CDO nomenclature. A complete list of all CDOs with their alignment to the Enterprise-Wide Goals and Audacious Visions can be found in the Strategic Framework and Alignment section. Strategic Cross-Departmental Objective Contributing Departments and External Partners Initiative Help employees understand how they contribute to Live Human Resources, Community Services Group, Health HF5 and Human Services Agency, Land Use and Environment Well San Diego Group, Public Safety Group Leverage internal and external partnerships to provide County Communications Office, Health and Human SC1 resources to engage residential, visitor and business Services Agency, Land Use and Environment Group, Public communities in personal disaster readiness Safety Group Create opportunities for safe access to places that Grand Jury, Community Services Group, Health and SC2 Human Services Agency, Land Use and Environment provide community connection and engagement Group, Public Safety Group County Counsel, Community Services Group, Health and SC3 Identify and mitigate community threats that impact Human Services Agency, Land Use and Environment quality of life Group, Public Safety Group Promote and communicate the opportunities and value SC6 of being actively involved in the community so that County Counsel, Land Use and Environment Group, Public Safety Group residents are engaged and influencing change Improve policies and systems across departments to Assessor/Recorder/County Clerk, County Counsel, SE1 reduce economic barriers for businesses to grow and Community Services Group, Health and Human Services consumers to thrive Agency, Land Use and Environment Group Assessor/Recorder/County Clerk, Community Services SE2 Anticipate customer expectations and demands in order Group, Health and Human Services Agency, Land Use and to increase consumer and business confidence Environment Group, Public Safety Group 404 ADOPTED OPERATIONAL PLAN FISCAL YEARS 2017–18 AND 2018–19 FINANCE AND GENERAL GOVERNMENT GROUP FINANCE AND GENERAL GOVERNMENT GROUP SUMMARY & EXECUTIVE OFFICE Strategic Cross-Departmental Objective Initiative Contributing Departments and
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