Fiscal Crisis Management Plan

I. Evaluate & Act on All Available Means for Achieving Cost Savings & / or Improving upon Efficiencies

Priorities:

• Continually evaluate our capacity to sustain non-mandatory functions
• Research best practices for service delivery models
• Implement acceptance of credit card payments for all fees, County-wide
• Consolidate facilities where feasible
• Reorganize programs and regionalize caseloads requiring travel in self-funded departments
• Improve upon our ability to effectively manage the high cost of employee turnover
• Convert to paperless check issuance
• Consider options for privatization
• Collaborate with community partners
• Bring energy efficiencies to fruition

II. Focus on Generation of Additional Revenues & Claiming of Essential Reimbursements

Priorities:

• Explore alternatives to our current A87 administrative cost allocation plan
• Fill our new Tax Administrator position
• Develop best practices and conduct annual sales of tax defaulted properties
• Develop and implement best practices for debt collection
• Fully staff disaster claiming functions to enable critical reimbursements
• Strengthen and efficiently staff offices that drive revenue generation
• Identify, surplus and sell County-owned properties not required for public use
• In coordination with the local AB 109 Commission, revisit allocation methodology for AB 109 funds for local law enforcement
• Pave the way for future revenues through local Economic Development efforts
• Evaluate existing Williamson Act contracts
• Adhere to periodic Master Fee Schedule updates

III. Enhance Use of Technology to Better Meet Workload Demands

Priorities:

• Expand use of modern customer service tools, including chat, email and self-service telephone systems
• Implement electronic document and workflow management tools
• Research best options for digitization of records
• Identify processes utilized by multiple departments that can be automated, to include County-wide implementation of credit card payments for services
• Broaden access to automated legal research tools
• Simplify internal processes causing duplication of work, such as tracking of work hours with both paper and Executime
• Utilize webinars and online training opportunities

IV. Reduce Permanent Position Allocations in the General Fund by an Estimated

• 5% in Fiscal Year (FY) 2019/2020
• 6% in FY 2020/2021
• 7% in FY 2021/2022
• 18% cumulative

Where necessary, reallocate staffing to meet business needs.

Allocations Note: In recent months, an average of 20% of permanent position allocations in the General Fund have been vacant. The intent is to eliminate vacant positions.

V. Partner with Your Board for Success

Priorities:

• Provide direction as a full Board and collaborate on areas of common interest
• Evaluate the expenditure of staff time
• Implement necessary policy changes
• Be prepared to make unusually difficult budget decisions
• Support Department Heads and staff when service reductions are unavoidable
• Reaffirm your commitment to Vision 2028