Strategic Solano: HOME

Assess the Feasibility of 311 Customer Service Center (overview powerpoint, assessment, Board submittal)

Conduct a Countywide Residents’ Satisfaction Assessment and Develop a Process to Gather Public Input on an Ongoing Basis

Establish Service Benchmarks for County Programs

Assess the Need for Continuity of Operations Plans for Each Core Service and Department

Develop strategies, services and technologies to reduce the County’s exposure and vulnerability; help protect mission critical operations against diverse downtime threats; and ease recovery if an unforeseeable catastrophe strikes

• Identify and mitigate key mission risks and exposures using leading technologies, services and industry best practices

• Ensure cost-effective operational stability and flexibility

• Reduce complexity to provide a timely recovery in the event of disruption

• Protect operational integrity and citizen services by proactively mitigating disaster

Develop Plans and Policies for Asset Management, Replacement and Modernization Including Buildings, Roads, Bridges, and Equipment

• Define preventative and required maintenance schedules and fund reserves for maintenance

• Define replacement schedules and fund reserves for replacement

• Establish modernization plans for facilities, equipment and technology

• Improve physical environment where services are provided

Establish a Service Delivery Program that Emphasizes Performance Measurement and Continuous Service Improvement and that Looks to the Future

• Establish cost, quality, and timeliness benchmarks (baseline data and improvement goals) for County programs and corresponding staff performance standards
  

• Identify best practices and a program to incorporate these into County operations

• Train staff in quality and process improvement methodologies

• Investigate and implement alternative service models

Establish a Process for Developing Future Service Delivery Plans

Develop a Comprehensive Succession Planning Model

• Initiate on site planning activities with succession planning consultant

• Identify organizational competencies and leadership attributes for all critical positions

• Develop processes to identify, track, and address training needs of future staff leaders

• Initiate training model at manager and supervisor level

• Conduct bi-annual ‘workforce planning survey’ of each department’s strategic recruitment and retention issues and needs

• Conduct training needs assessment of all County employees

• Initiate Human Resources Leadership Academy

Establish Personal Development Plans for all County Employees by June 2010

• Initiate training of managers and supervisors in effective evaluation and employee development strategies