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Incorporated County of Los Alamos 
Performance Results Fiscal Year 2009 
   Report of County Governmental Performance 
   ...
TABLE OF CONTENTS
Departmental Chapters                                        Page

Reader’s Guide……………………………………………………………...
Navigating the Los Alamos County 
Performance Report: a Reader’s 
Guide to LA Scores! 
                                   ...
operational  performance  along  a  myriad  spectrum  of  mixed  service 
offerings. County managers have been trained on‐...
•   Narrative  Discussion  and  Analysis  –  The  Department’s 
         professional  assessment  of  program  performanc...
•   Output  –  A  numeric  measure  of  service  units  produced,  and/or 
    customers receiving service.  
•   Demand –...
Incorporated County of Los Alamos

                                         COUNTY ADMINISTRATOR


                  Depar...
Incorporated County of Los Alamos

                                                 COUNTY ADMINISTRATOR
                 ...
Incorporated County of Los Alamos

                   NOTE:
                   Mid year 2008, the KanDu customer service c...
Incorporated County of Los Alamos

                              COUNTY ADMINISTRATOR - PUBLIC INFORMATION
          Progr...
Incorporated County of Los Alamos

                                   COUNTY ADMINISTRATOR - MEDIA SERVICES

       Progra...
Incorporated County of Los Alamos

                                    COUNTY ADMINISTRATOR - MEDIA SERVICES




       Re...
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                                               COUNTY ATTORNEY
                  Descri...
Incorporated County of Los Alamos


                                                 COUNTY ATTORNEY

                    ...
Incorporated County of Los Alamos

                                         COUNTY ATTORNEY DEPARTMENT
              Progr...
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                                                      COUNTY SHERIFF
                 D...
Incorporated County of Los Alamos

                                                   COUNTY SHERIFF
              Program...
Incorporated County of Los Alamos

                           COMMUNITY DEVELOPMENT DEPARTMENT




                       ...
Incorporated County of Los Alamos

                             COMMUNITY DEVELOPMENT DEPARTMENT
                   Descri...
Incorporated County of Los Alamos


                                COMMUNITY DEVELOPMENT DEPARTMENT

                    ...
Incorporated County of Los Alamos

                               COMMUNITY DEVELOPMENT DEPARTMENT
           Program Purp...
Incorporated County of Los Alamos

                             COMMUNITY DEVELOPMENT DEPARTMENT
           Results
      ...
Incorporated County of Los Alamos

                             COMMUNITY DEVELOPMENT DEPARTMENT

           HOW THE COMMU...
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                               COMMUNITY DEVELOPMENT DEPARTMENT

           HOW THE COM...
Incorporated County of Los Alamos

                           COMMUNITY DEVELOPMENT DEPARTMENT
           HOW THE COMMUNIT...
Incorporated County of Los Alamos

                               ADMINISTRATIVE SERVICES DEPARTMENT




                 ...
Incorporated County of Los Alamos


                               ADMINISTRATIVE SERVICES DEPARTMENT
                Desc...
Incorporated County of Los Alamos


                Department Summary


                                                 ...
Incorporated County of Los Alamos


            ADMINISTRATIVE SERVICES DEPARTMENT - OFFICE OF MANAGEMENT
                ...
Incorporated County of Los Alamos

                           ADMINISTRATIVE SERVICES - HUMAN RESOURCES

                H...
Incorporated County of Los Alamos


                    ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY


               ...
Incorporated County of Los Alamos

             ADMINISTRATIVE SERVICES - PROCURMENT, MATERIALS, AND RISK
                ...
Incorporated County of Los Alamos

                      ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM
          Program...
Incorporated County of Los Alamos

                    ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM

          Results
...
Incorporated County of Los Alamos

                  ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM
          HOW THE ADM...
Incorporated County of Los Alamos

                  ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM



                  ...
Incorporated County of Los Alamos

                  ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM

                    ...
Incorporated County of Los Alamos

                  ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY
                      ...
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
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Final Los Alamos FY2009 Performance Report 04.05.10
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Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
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Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
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Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
Final Los Alamos FY2009 Performance Report 04.05.10
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Transcript of "Final Los Alamos FY2009 Performance Report 04.05.10"

  1. 1. Incorporated County of Los Alamos  Performance Results Fiscal Year 2009  Report of County Governmental Performance  Fiscal Year Ended June 30, 2009 
  2. 2. TABLE OF CONTENTS Departmental Chapters Page Reader’s Guide………………………………………………………………………………….. 1 County Administrator……………..…………………………………………………………….. 5 County Attorney …………...…………………………………………………………………... 11 County Sheriff…………………………….……………………………….……………………... 14 Community Development…………………………….…………………………..…………….. 16 Administrative Services…………………………………………………………………….….. 24 Community Services……………………………………………………………………………. 48 Los Alamos Fire Department………………………………………………………………….. 76 Los Alamos Police Department……………………………………………………………….. 84 Capital Projects and Facilities………………………………………………………………….. 89 Public Works…………………………………………………………………………………….. 100 Los Alamos County Utilities…………………………….……………………………………… 131
  3. 3. Navigating the Los Alamos County  Performance Report: a Reader’s  Guide to LA Scores!  Transitioning to Performance  Management         April 2, 2010        Dear Reader:    Introductory Remarks: Integrating Comparisons  Los  Alamos  County  is  progressing  towards  meeting  its  objective  of  benchmarking  government  efficiencies  to  evaluate  programs  and  prioritize  funding  levels.  Our  local  government  performance  management,  performance  measurement  and  accountability  program  is  affectionately named LA Scores!—a progressive system for reporting the  performance  of  government  services.  We  county  managers  and  employees  have  been  working  very  hard  to  provide  services  to  our  beautiful,  exceptional  community,  and  we  are  pleased  to  present  this  report to you for your information and consideration.    With  this  FY2009  Performance  Report,  management  integrates  time‐ tested performance measures that are well‐defined and standardized by  the International City/County Management Association’s (ICMA) Center  for  Performance  Measurement  (CPM).    In  many  programs,  only  ICMA  measures  have  been  selected,  thereby  replacing  previously  adopted  performance  measures  that  were  used  in  prior  years.    In  this  report,  program  performance  is  compared  to  medians  for  participating  CPM  jurisdictions. Note these are simply comparisons, and benchmarks have  not yet been identified. The ICMA CPM bound 2007 and 2008 reports are  available  for  reference  use  at  the  Office  of  Management  and  Budget.  In  addition,  the  ICMA  CPM  2007,  2008  and  mid‐year  2009  reports  are  available  in  Adobe  Acrobat  format  at  the  ICMA  CPM  website  www.icma.org/cpm.    With CPM providing statistically cleaned performance data for 15 major  service  areas  from  approximately  200  U.S.  counties  and  cities  through  their easily accessible website, www.icma.org/cpm, Los Alamos County  managers  now  have  a  valuable  tool  to  benchmark  their  programs’  1
  4. 4. operational  performance  along  a  myriad  spectrum  of  mixed  service  offerings. County managers have been trained on‐site by an ICMA CPM  facilitator on all measurement definitions and reporting guidelines.    Converting from Performance Measurement to Performance  Management  In  addition  to  the  integration  of  ICMA  performance  measures,  the  County  Administrator  has  directed  staff  to  make  whatever  changes  are  necessary  to  use  performance  data  to  manage  services.  For  example,  managers  will  be  trying  different  ways  of  giving  and  receiving  timely  internal  feedback  regarding  operational  performance,  via  routine  management  meetings,  satisfaction  surveys,  discussion  groups,  their  Personal Performance Appraisals (PPA’s) and ad hoc analyses.     Reading Performance Information  Overall, the document is organized so that each Department has its own  chapter,  similar  in  format  to  the  annual  budget  document.  Each  departmental  chapter  begins  with  a  financial  summary.  The  financial  summary  typically  provides  charts  and  a  diagram  for  a  high  level  overview  followed  by  the  meat  of  the  financial  summary  –  multi‐year  expenditure  information  about  expenditures  by  program,  expenditures  by  fund,  and  the  number  of  Full  Time  Equivalent  (FTE)  employees  by  type  and  division.  In  performance  measurement  parlance,  expenditures  and  FTE’s  are  called  “inputs”  that  help  generate  the  “outputs”  or  services.    Following  the  financial  summary, each  chapter  will present  the  various  performance scorecards for each major program in that department. The  scorecard  is  a  blend  of  results,  outputs,  efficiencies,  and  operational  inputs, such as expenditures and FTE’s, and linkages to specific Council  Goals  and  Comprehensive  Plan  Vision  Statements.  You’ll  also  see  a  written  narrative  section  provided  by  the  Department.  This  narrative  is  their  professional  assessment  of  how  the  program  performed  for  the  single fiscal year ending June 30, 2009.     Starting top down in each performance budget section is presented:  • Program Purpose Statement, specifying major services, targeted  customers,  and  the  benefits  these  customers  can  expect  to  receive.  • Program expenditures and full time equivalent staffing levels for  FY2006 ‐2009. Note – Percentage Average Annual Change at far  right  calculates  the  average  annual  change  between  the  2006  Actual  and  the  2009  Actual.  Public  and  private  companies  commonly  use  this  calculation  as  a  general  way  to  present  growth or decline.  • References to Comprehensive Plan Vision Statements supported  by the program  • Council Strategic Goals supported by the program  2
  5. 5. • Narrative  Discussion  and  Analysis  –  The  Department’s  professional  assessment  of  program  performance  for  the  fiscal  year ended June 30, 2009.  • Core  Performance  Measures  –  A  tabular  scorecard  presents  the  program’s  actual  results  for  the  various  types  of  performance  measures, including both new and existing measures. Note ‐ for  many  recently  integrated  ICMA  CPM  performance  measures  there is either limited or no historical data so the average annual  change is limited to just a comparison of FY2008 as compared to  FY2009.  • Charts  –  These  commonly  present  2008  or  2009  actual  Los  Alamos results to other member ICMA jurisdictions for the same  measures.    The  following  table  displays  the  column  headers  used.  Numbered,  corresponding  descriptions  about  what  these  headers  set  forth  immediately follow.      (1)  (2) (3) (4) FY2007  FY2008 FY2009 %  Actual  Actual Actual Estimated  Annual  Average  Change      1. FY2007 Actual – Actual performance for the entire fiscal year ended  June 30, 2007.  2. FY2008 Actual – Actual performance for the entire fiscal year ended  June 30, 2008.  3. FY2009 Actual – Actual performance for the entire fiscal year ended  June 30, 2009.  4. %  estimated  Average  Annual  Change,  commonly  calculated  on  either ’07‐09 or ’08‐09 basis, as noted. The percentage shown here is  a calculation to obtain the average annual percentage rate of change  increase / (decrease) based on as much full year fiscal data available  starting with FY2007.    Glossary of Performance Measurement Terms  • Program  –A  functional  grouping  of  departmental  and  divisional  expenditures  and  activities  that  are  directed  toward  a  common  purpose, consistent over time.  • Purpose  –  Describes  the  customers  served  by  the  program  and  the  benefits provided.  • Result  –  Expressed  as  a  percentage/ratio,  measure  of  Program  benefit or effectiveness.  3
  6. 6. • Output  –  A  numeric  measure  of  service  units  produced,  and/or  customers receiving service.   • Demand – If customer requests or requirements for service typically  exceed  capacity,  then  a  demand  measure  is  required.  This  is  infrequently used.  • Efficiency  ‐  A  measure  of  expenditure  per  output  or  per  result.  At  least one efficiency measure is required for each program.  • B  –  If  noted  in  the  left  margin,  actual  results  are  gathered  for  this  measure  every  other  fiscal  year,  typically  from  the  community  survey.  • CPM  –  Measures  noted  as  such  in  the  left  margin  are  integrated  directly from ICMA’s Center for Performance Measurement and are  clearly defined by ICMA user manuals and graphs.      Thank  you  for  your  interest  in  Los  Alamos  County  government!  For  more  information  regarding  the  contents  of  this  report  or  to  request  additional copies, please contact our offices using the information below.      Respectfully submitted,      Brian Shelton, MBA, CTP  Senior Budget Analyst  LA Scores! Office  Office of Management and Budget  Incorporated County of Los Alamos, New Mexico  telephone 505‐661‐4543  fax 505‐662‐8069  brian.shelton@lacnm.us    4
  7. 7. Incorporated County of Los Alamos COUNTY ADMINISTRATOR Department Organization Department Summary Expenditures by Program County  Administration Ad i i t ti 72% Public  Lodgers' Tax  Media Services Information Fund 8% 12% 8% Expenditures as % of General Fund General Fund 93% County  Administrator 7% 5
  8. 8. Incorporated County of Los Alamos COUNTY ADMINISTRATOR Description The Office of the County Administrator administers and manages the organization of County functions in compliance with the goals and policies adopted by Council and provides staff support to the Council. The County Administrator is responsible for submitting the budget to Council. This office provides Public Information to inform, educate and involve citizens and employees about County projects, policies, and goals while enhancing the image of County government. Media Services are also provided for document reproduction and duplication, graphic design, audio-visual, and mail services to County offices. Mission The Office of the County Administrator provides support and systems that empower County departments to anticipate and meet citizen expectations and carry out County Council's policy initiatives. The Public Information Office appropriately informs, educates and involves citizens and employees about County projects, policies, and goals while enhancing the image of County government. Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change p y g Expenditures by Program: County Administration $ 1,570,371 2,354,720 2,398,476 24% Public Information 284,831 342,419 393,504 18% Media Services 208,084 252,846 256,569 11% Lodgers' Tax Fund 320,151 287,221 254,520 (11%) Customer Service 288,417 192,546 - (100%) $ 2,671,854 3,429,752 3,303,069 11% Expenditures by Fund: General $ 2,351,703 3,142,531 3,048,549 14% Lodgers' Tax Fund 320,151 287,221 254,520 (11%) $ 2,671,854 3,429,752 3,303,069 11% Expenditures by Type: Salaries $ 946,050 954,365 873,118 (4%) Benefits 304,128 311,119 284,712 (3%) Contractual services 1,222,317 1,936,329 1,966,821 27% Other services 112,063 109,281 96,502 (7%) Materials / supplies 54,497 73,551 50,379 (4%) Interfund charges 20,623 31,913 31,537 24% Capital outlay 12,176 13,194 - (100%) 0 - - $ 2,671,854 3,429,752 3,303,069 11% FTE Summary: Regular (full & part time) 15.50 15.50 12.00 (12%) Casual, Student,& Temp. 0.00 0.00 0.00 N/A 15.50 15.50 12.00 (12%) FTEs By Program: County Administrator 7.00 6.50 7.00 0% Public Information 2.00 2.80 3.00 22% Media Services 2.00 2.00 2.00 0% Customer Service 4.50 4.20 0.00 (100%) 15.50 15.50 12.00 (12%) 6
  9. 9. Incorporated County of Los Alamos NOTE: Mid year 2008, the KanDu customer service center was moved to the Utilities Department and renamed the Customer Care Center. FY 2008 and FY 2007 amounts are located in this department summary which shows FY 2009 decreases in Salaries and Benefits related to this move to the Utilities Fund. At the start of FY2009, Media Services moved to the CAO from the Information Technology Division. The prior years' actuals are restated in this summary. 7
  10. 10. Incorporated County of Los Alamos COUNTY ADMINISTRATOR - PUBLIC INFORMATION Program Purpose The purpose of the Public Information Program is to provide timely and accurate information to appropriately educate, inform and involve the citizens of Los Alamos County in County decisions. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Operating Expenditures/Budget 204,758 284,831 342,419 393,504 24.3% FTE's 1.50 2.00 2.80 3.00 26.0% Operating Expenditure/FTE $ 136,505 142,416 122,293 131,168 (1.3%) Strategic Goal Addressed Maintain Quality Essential Routine Services Narrative Discussion and Analysis The public information office was successful this year in conducting public outreach programs using a variety of tools and venues funded by their budget. Spending increased slightly in advertising because of additional communication needs not forecasted -- for example, the new Capital Improvement Project application process resulted in the need to advertise several public meetings and notifications. Requests for additional feedback from the public, such as the Municipal building options outreach time frame in December '09, also increased advertising dollars spent. However, the office was able to use savings from Printing when no issues of the Trinity Insite newsletter were expended (last issue: June 2008) to offset higher advertising costs spent with the Monitor or KRSN; the savings on Insite newsletters are reflecting in the cost for public info per household measure. The office successfully published its first issue of "the Citizen Handbook" for new residents, as well as continuing to support or enhance graphics design for other divisions. The Strategic Plan Annual Update was revised into an easier to read format and competitive searches for new print companies resulted in further cost savings to the Printing line item budget. The office continued to work toward its long-range goal of being able to offer graphics design or photography to other departments; for example, assisting with photography at department events, or developing ad and other campaign materials, such as work on the County fair/rodeo, triathlon, or Boards and Commissions ads for others. New interest in Los Alamos last year as a filming destination resulted in more staff hours being spent in this area to support the needs of filming crews, develop contracts, coordinate staff, and be on-site for filming activities. This was unanticipated in the budgets but was able to be managed because hours were not spent Trinity Site activities as anticipated. The staff was also busy assisting with 60th anniversary activities, which took a significant amount during the January - June timeframe, also unexpected. Results "B" = biennial measures.ICMA's Center for Performance Estimated Measurement does not provide Public Information measures. FY 2007 FY 2008 FY 2009 '07-'09 Actual Actual Actual Change Results Percent of residents surveyed who report that they feel they biennial, B have the information they need to participate in County 49% next survey 53% 8.2% decisions in '11 Percent of residents surveyed who respond "good" or biennial, B "excellent" when rating timeliness of information provided by 60% next survey 63% 5.0% the County in '11 Efficiency Expenditure per public information publication for 100 % $0.44 $0.24 $0.20 household distribution (32.8%) 8
  11. 11. Incorporated County of Los Alamos COUNTY ADMINISTRATOR - MEDIA SERVICES Program Purpose The purpose of the Media Services Program is to provide duplication, graphic design, audio-visual, and mail support services to County employees so they can obtain high quality printed materials, mail services, and technical support in a timely and accurate manner. Program Expenditures, Budget and Full Time Equivalents (FTE) Media Services as Part of Media Services as Part of Information Technology County Administrator FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Operating Expenditures/Budget 198,395 208,084 252,846 132,972 N/A Inputs for Duplication Cost per Copy N/A Equipment Data for this timeframe is unavailable 113,627 N/A Supplies and Freight in this format. 9,970 N/A N/A Subtotal Duplication Services 123,597 FTE's 2.00 2.00 2.00 2.00 0% Operating Expenditure/FTE $ 99,198 104,042 126,423 66,486 N/A Comprehensive Plan References - Vision Statements Engage citizenship Strategic Goal Addressed Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Media Services staff continued to primarily focus on Print Shop and Mail Run activities to support internal needs. However, staff began focusing more on "how" to better serve customers in efforts to support sustainability initiatives and develop work processes that would lead to better productivity. The office layout was reconfigured in January to add the Graphics Designer to the Media Services work area, and organization of storage and work flow were evaluated. The staff continues working on its long range goal to be able to offer more graphics design to customers as the expected move of the mail function to the Airport Basin Site takes place in the next FY. The budgeted amount for copies on the large copier at the Annex continued to result in savings in the printing budget and is being examined for that reason. While the number of work orders decreased to pre-FY 08 levels as expected, the number of print jobs remained fairly unchanged from the previous FY. Previous reporting on the consumeables budget had included the cost of postage/mail services with the program budget and this was corrected in the data collection process with more refined financial reporting. The costs for overage on copies per copier are also being more closely tracked to lower printing costs and use copiers with low "per copy" rates when possible. The division also moved toward more two-sided copies (less paper) and less costly production of posters (no laminate, less expensive poster boards) which lowered the consumeables budget this year. The division needs to work to find a more accurate representation of all copies being made on the large volume printers to more accurately reflect total copy counts for the data collection process and is exploring options in FY 10. The number of copies still remained high in FY 09 as divisions changed formats for some reports, & the agenda packets continued to have high page counts - a significant item. Printing in color counts also increased. 9
  12. 12. Incorporated County of Los Alamos COUNTY ADMINISTRATOR - MEDIA SERVICES Results ICMA's CPM does not provide Media Services measures. Estimated FY2007 FY 2008 FY 2009 '07-'09 Actual Actual Actual Change Internal Quality Survey Results Employee rating media services either excellent or good for 89% 87% overall quality (2.8%) Employee rating media services either excellent or good for 92% 88% overall responsiveness (3.8%) Outputs Number of copies/prints made 1,571,317 1,419,292 1,419,431 (5.0%) Number of print/copy jobs completed 718 912 760 2.9% Efficiency Cost per copy/print $0.13 $0.13 $0.087 (18.2%) 10
  13. 13. Incorporated County of Los Alamos COUNTY ATTORNEY Description The County Attorney's Office provides general legal assistance and advice to the County Council and Administration, provides counsel to the County organization and to the Board of Public Utilities, and represents the County before courts and administrative and regulatory personnel. The office also administers contracts for outside legal services performed for the County; prosecutes criminal cases before Municipal Court and, on appeals, to the District Courts and Appellate Courts of the State of New Mexico; and represents the County in trial before the appellate courts, the New Mexico Public Utility Commission, and other regulatory bodies and administrative agencies. Mission To serve the best interests of the County and its citizens by providing excellent and timely legal advice and counseling to the County Council, the County Administrator, and the boards and commissions; be a strong and effective legal representative and advocate for the County in legal matters; assist the County Administrator in serving the public and improving the work product of County staff by being available and engaged in county projects at an early stage and throughout the project; be available to the Council, as a body, and to Councilors individually to assure that Councilors have every reasonable opportunity to understand the legal ramifications of their actions; and work with County staff in a proactive manner to reduce or eliminate legal risks. Budget Expenditures as % of General Fund General Fund 98% Attorney 2% 11
  14. 14. Incorporated County of Los Alamos COUNTY ATTORNEY % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 393,114 406,370 $ 421,946 4% Benefits 130,213 111,667 144,930 5% Contractual services 92,014 79,789 146,174 26% Other services 19,077 11,234 14,312 (13%) Materials / supplies 18,983 26,460 20,033 3% Interfund charges 4,461 4,321 4,359 (1%) $ 657,862 639,841 751,754 7% FTE Summary: Regular (full & part time) 5.00 5.00 5.00 0% 12
  15. 15. Incorporated County of Los Alamos COUNTY ATTORNEY DEPARTMENT Program Purpose The purpose of the County Attorney Department is to provide competent, balanced and preventative legal counsel to Council, the County Administrator, and County staff members so that they all have the opportunity to make well informed and legally sound decisions which optimize program outcomes and to act in accordance with the law while maintaining a fair and open County government. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 738,717 657,862 639,841 751,754 1% FTE's 5.00 4.59 5.00 5.00 0% Expenditure/FTE $ 147,743 $ 143,325 $ 127,844 $ 150,250 1% Comprehensive Plan References - Vision Statements Engage citizenship Strategic Council Goals Supported by Department Resources Maintain Quality Essential Routine Services Results Estimated FY2007 FY2008 FY2009 % Performance Measures Actual Actual Actual Change '07 - '09 INTERNAL SERVICES SURVEY OUTCOME MEASURES #DIV/0! % Elected and Appointed officials satisfied or very satisfied that their decisions were based upon sound legal advice. 85% 100% 18% % Senior Management and Division Managers surveyed indicating confidence that their decisions were legally compliant. 86% 89% 3% 13
  16. 16. Incorporated County of Los Alamos COUNTY SHERIFF Description The Sheriff enforces those Federal, State, and County laws not under the jurisdiction of the Los Alamos Police Department. This enforcement includes service of legal process from various courts and provision of bailiff services as requested by the court. Budget Expenditures as % of General Fund General Fund 99.9% Sheriff 0.1% % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 39,276 41,378 42,147 4% Benefits 8,295 8,483 8,854 3% Contractual services 644 13 339 (27%) Other services 4,291 6,466 3,386 (11%) Materials / supplies 6,457 2,015 3,476 (27%) Interfund charges 542 529 452 (9%) Capital outlay 0 0 0 N/A $ 59,505 58,884 58,654 (1%) FTE Summary: Regular (full & part time) 1.75 1.75 1.75 0% Casual, Student,& Temp. 0.22 0.27 0.15 (17%) 1.97 2.02 1.90 (2%) 14
  17. 17. Incorporated County of Los Alamos COUNTY SHERIFF Program Purpose The Sheriff enforces those Federal, State, and County laws not under the jurisdiction of the Los Alamos Police Department. This enforcement includes service of legal process from various courts and provision of bailiff services as requested by the court. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 69,529 59,505 58,884 58,654 (5.5%) FTE's 2.03 1.97 2.02 1.90 (2.2%) Expenditure/FTE $ 34,251 $ 30,206 $ 29,150 $ 30,871 (3.4%) Comprehensive Plan References - Vision Statements Public Safety, implying Law Enforcement, underpins the entire Comprehensive Plan Vision Statement as stated in its preamble: "We will preserve our safe, small town atmosphere…." Strategic Council Goals Supported by Department Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Los Alamos County Sheriff’s Department continues to provide a means for timely service of process within the County. The Sheriff’s Department is currently recruiting for two vacant Deputy positions. The goal is to have sufficient qualified, trained Deputies employed prior to the election of a Sheriff in 2010. The Sheriff’s Department continues to maintain current registration of the sex offenders residing in Los Alamos County. New registration requirements and forms were enacted by the Department of Public Safety, effective August 1, 2009. These new requirements and forms have been incorporated by the Sheriff’s Department. Upon completion of the Jail Police Judicial Complex in 2010, the Sheriff’s Department will once again have a separate office from which to serve the residents of Los Alamos County. The proximity to the Police Department and Courts will facilitate expeditious service in a central location for the citizens. Additionally, a separate office for the Sheriff will ensure privacy while dealing in confidential matters. Results ICMA's Center for Performance Measurement does not provide measures for Sheriffs. Est. Average FY2007 FY2008 FY2009 Annual % Performance Measures Actual Actual Actual Change '07 - '09 CORE FUNCTION - LEGAL PROCESSES ADMINISTERED Percent of processes administered within legal time requirements 100% 96% 98.8% (0.6%) Number of processes administered 276 287 256 (3.7%) Expenditure per process administered $ 213 $ 205 $ 229 3.7% 15
  18. 18. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT 16
  19. 19. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Description The Community Development Department (CDD) is both a regulatory and policy department. CDD's role is to understand the future vision of the community, Planning and Zoning Commission, and County Council, and to create the regulations to make those policies real. CDD is responsible for approving development activities on private land, ensuring that buildings are built and remodeled to meet Building Code life and safety requirements, and helping property owners and business owners bring ideas to implementation. Community Development consists of Planning Services, Building, and Housing divisions. Mission To proactively plan and facilitate quality development and redevelopment, maintain neighborhood vitality, ensure sustainability and enhance the human and natural environment of the County. Goals Administer and implement the Downtown Code in order to achieve revitalization. Assist with the final adoption of the Comprehensive Plan and a revised Council s Function in concert with other departments in implementing the Council's economic diversification strategies. Budget Expenditures as % of General Fund General Fund 98% Community  Development 2% 17
  20. 20. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 678,478 722,583 750,165 5% Benefits 217,814 209,744 228,389 2% Contractual services 25,170 64,201 39,822 26% Other services 37,898 33,098 30,779 (10%) Materials / supplies 45,741 16,900 19,053 (35%) [2] Interfund charges 17,549 29,133 25,106 20% Capital outlay 35,588 0 0 (100%) [1] Fiscal charges 0 0 0 NA $ 1,058,238 1,075,659 1,093,315 2% FTE Summary: Regular (full & part time) 13.00 13.00 13.00 0% [1] Amounts for items less than $5,000 have been reclassified from capital outlay to materials/supplies. [2] Decrease in FY2008 due to fewer computer replacements. 18
  21. 21. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Program Purpose One of the main purposes of having a Community Development Department is to provide planning advice to the County Council and others and to provide prompt and accurate land use permitting services to present and future land users so as to promote the coordinated and efficient use of land in the County, support economic vitality, improve the community's physical appearance, and achieve the goals contained in the Council's Strategic Plan and Comprehensive Plan. The Community Development Department provides consultation, plan review, inspection and education services to builders and homeowners so they can save time and effort while complying with applicable codes. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Budget Expenditures '06-'09 Expenditures and Budget $ 1,029,110 1,058,238 1,075,659 1,093,315 2% FTE's 13.00 13.00 13.00 13.00 0% Expenditure/FTE $ 79,162 81,403 82,743 84,101 2% Expenditure/capita 56.70 58.30 59.26 60.23 2% Comprehensive Plan References - Vision Statements Revitalize downtown Diversify housing Engage citizenship Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Narrative Discussion and Analysis 1. The building permits and to some extent planning applications include review and work performed by other departments. 2. FY2009 actual cost per building permit increased due to additional large projects requiring multiple detailed plan reviews. 3. FY2009 cost per development application declined due to fewer larger project applications. 4. Community Development doubts the validity of the high and low figures for comparison with other municipalities due to large cost disparities; they are obviously not calculating costs the same way. 19
  22. 22. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Results CPM denotes a measure defined and maintained by the ICMA Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '08 - '09 BUILDING PERMITS (All Types) Average # of calendar days from customer submittal of CPM building permit application to permit issuance - 6.80 6.88 1% # permits issued (see table A CPM on following page) 644 530 (17.7%) Average cost per permit CPM issued $ 126.77 $ 233.37 84% Estimated % LAND USE APPROVAL Average Annual AND PLAN REVIEW Change '07-'09 Percent of all development applications processed according to customer service standards for response time 98% 96% 99% 0.5% Percent of development application staff recommendations passed by the Planning and Zoning Commission 95% 100% 91% (2.1%) Total # of development plans CPM reviewed 58 157 200 85.7% Average cost per development CPM plan reviewed $ 622.08 $ 483.72 (22.2%) LAND USE PLANS AND CODES Number of planning documents and code updates drafted 10 11 9 (5.1%) 20
  23. 23. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg # Calendar Days from customer submittal  to permit issuance Hampton, VA  pop 146,139 ‐ HIGHEST,  167  Sandy Springs,  GA pop 85,790  ‐ HIGHEST,  64  Several  Communities  MEDIAN ‐ West  Jordan, UT,  Charlotsville, VA,  McAllen, TX &  Garnder, KS pop  Los Alamos pop  Sarasota County,  18,096 ‐ MEDIAN,   18,150 Actual,   FL,  10  8  6.88  Cartersville,GA  Los Alamos pop  pop 21,220 ‐ 18,150 Actual,   Cartersville, GA  LOWEST,  1  2007 6.8  2008 pop 22,235 ‐ 2009 LOWEST,  1  21
  24. 24. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg cost per permit issued Washoe County,  NV pop 107,999 ‐ HIGHEST,   $1,202.88  Addison, IL pop  36,947 ‐ HIGHEST,   $769.11  Los Alamos pop  18,150 Actual ‐ Los Alamos pop  MEDIAN,   18,150 Actual,   Phoenix, AZ pop  $126.77  $233.37  1.5 million ‐ MEDIAN,  $125.83  Austin, TX pop  Austin, TX pop  724,111 ‐ 724,111 ‐ LOWEST,  $5.41  LOWEST,  $5.32  2007  2008  2009  22
  25. 25. Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg Cost per development plan reviewed Rockford, IL  pop 151,441 ‐ HIGHEST,   $15,552.33  New Albany,  OH pop 6,584 ‐ HIGHEST,   $12,718.30  Phoenix, AZ  Columbia County,  pop 1.54  GA pop 106,887 ‐ million ‐ MEDIAN,   MEDIAN,   $1,281.70  $1,420.06  Los Alamos pop  Los Alamos pop  18,150 Actual,   18,150 Actual,   Cartersville,GA  Plant City, FL pop  $622.08  $483.72  pop 21,220 ‐ 35,000 ‐ LOWEST,   LOWEST,  $185.44  $45.33  2007  2008  2009  23
  26. 26. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT Expenditures as % of General Fund General Fund 80% Administrative  Services 20% Expenditures by Program Risk Management Proc/Materials  20% Accounting &  Mgmt Budget 6% 11% Indigent Health  Care 17% Information  Technology Human Resources 33% 13% 24
  27. 27. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT Description The Administrative Services Department is responsible for overseeing and coordinating functions that provide internal services to the County. The Office of Management and Budget (OMB) provides budgeting and financial management support necessary for efficient operations, prudent decision making and sound municipal stewardship. OMB functions include planning, organizing, directing and monitoring the accounting, auditing, collection of funds. The office has responsibility for preparing budgets, LA Scores! , financial statements and reports, investing public funds, monitoring expenditures, and managing the Indigent Health Care program. OMB also has administrative oversight over the following Funds: Debt Service, Self Sufficiency, Cerro Grande Fire, and CIP Permanent. The Human Resources Division administers personnel management and human resources development to provide the County with a highly-qualified and motivated work force. It also supports County departments by providing services such as recruitment, selection, classification, work force management, compensation, salary administration, benefits, records, performance appraisal administration, compliance, staff training and development, and employee and labor relations. The Information T h l Th I f ti Technology Di i i Division i responsible f th efficient and effective is ibl for the ffi i t d ff ti operation of information systems used by the County to provide services to our citizens. The Division provides services in the following areas: hardware and software support for the County’s desktop and server environment, application development and support, geographical information services, support for the County’s internet and intranet, and telecommunications. The Information Technology Division also provides graphic services and mail delivery to the County. The Purchasing and Safety/Risk Management Division is responsible for the purchasing, materials management, safety and risk management functions of the County. This includes contracting, procurement, materials management and protecting the personnel and assets of the County from exposures to loss through hazard identification, loss prevention, loss reduction and exposure avoidance methods. Additionally, the Division provides safety training, compliance and workers’ compensation services to employees. 25
  28. 28. Incorporated County of Los Alamos Department Summary % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Accounting & Budget $ 1,259,138 1,198,008 1,163,893 (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% Human Resources 1,130,874 1,280,880 1,423,916 12% Information Technology 2,733,785 2,997,659 3,632,241 15% Proc/Materials Mgmt 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 8,513,726 9,898,438 10,919,931 13% Expenditures by Fund: General $ 5,734,767 6,138,196 6,902,488 10% Indigent Health Care 993,076 1,892,186 1,860,474 37% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 8,513,726 9,898,438 10,919,931 13% FTE Summary: Regular (full & part time) 52.25 53.25 56.75 4% Limited term 2.00 2.00 1.00 (29%) Casual, Student,& Temp. 0.11 0.00 0.00 (100%) 54.36 55.25 57.75 3% FTEs By Division: Office of Mgmt & Budget 11.75 11.75 11.75 0% Human Resources 11.50 12.00 11.00 (2%) Information Technology 19.00 19.50 23.00 10% Purchasing & Risk Mgmt 12.11 12.00 12.00 (0%) 54.36 55.25 57.75 3% 26
  29. 29. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT - OFFICE OF MANAGEMENT & BUDGET Office of Management & Budget Mission The mission of the Office of Management and Budget (OMB) is to preserve the County's strong financial position by creating a responsible financial strategy, facilitating effective management of County resources through sound budgetary practices, and providing analysis and recommendations that optimize economic outcomes. Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Indigent Health Care Revenues $ 1,971,272 1,731,992 2,163,665 5% Expenditures 993,076 1,892,186 1,860,474 37% Net Revenues (Exp.) $ 978,196 (160,194) 303,191 (44%) Expenditures by Program: g g Accounting & Budget $ , , 1,259,138 , , 1,198,008 , , 1,163,893 ( ) (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% $ 2,252,214 3,090,194 3,024,367 16% Expenditures by Fund: General $ 1,259,138 1,198,008 1,163,893 (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% $ 2,252,214 3,090,194 3,024,367 16% Expenditures by Type: Salaries $ 738,523 760,421 736,710 (0%) Benefits 225,591 217,799 224,393 (0%) Contractual services 1,074,962 1,972,523 1,881,890 32% Other services 39,479 41,602 45,848 8% Materials / supplies 28,685 36,421 47,219 28% Interfund charges 96,884 65,270 88,029 (5%) Capital outlay 5533 0 - (100%) Fiscal charges 42,557 (3,842) 278 (92%) $ 2,252,214 3,090,194 3,024,367 16% FTE Summary: Regular (full & part time) 10.75 10.75 10.75 0% Limited term 1.00 1.00 1.00 0% 11.75 11.75 11.75 0% 27
  30. 30. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - HUMAN RESOURCES Human Resources Division Mission The mission of the Human Resources Division is to support County employees with quality, innovative and timely human resource policies, programs and services. The Division partners with management and staff to foster excellence, productivity and fairness as well as to strengthen the County’s ability to attract, develop and retain an excellent workforce. The Division also strives to maintain a workplace culture in which all employees feel valued and able to contribute their personal best to the achievement of County goals. Human Resources Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 708,213 762,943 789,330 6% [1] Benefits 213,792 232,447 246,321 7% [1] Contractual services 42,730 82,785 205,646 119% [2] Other services 110,856 90,771 89,853 (10%) [3] Materials / supplies 47,153 100,409 84,624 34% Interfund charges 7,324 8,643 7,964 4% Fiscal charges 806 2,882 2 882 178 (53%) $ 1,130,874 1,280,880 1,423,916 12% FTE Summary: Regular (full & part time) 11.50 12.00 12.00 2% [1] [1] HRIS Payroll Coordinator FTE moved back from Information Technology Division due to delay in HRIS software upgrade. [2] Increase for assessment testing for police and fire. [3] Decrease in advertising for recruitments. 28
  31. 31. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY Information Technology Division Mission The Information Technology (IT) Division improves County staff effectiveness and citizen services by supporting and upgrading County IT assets. Assets include the integrated County network (ICN), the central server facility (CSF), desktop computing resources, and all software applications used by County organizations. Information Technology Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 1,136,786 1,241,292 1,383,031 10% Benefits 346,619 391,030 456,255 15% Contractual services 730,845 787,668 1,034,751 19% [1] Other services 293,099 262,273 350,738 9% Materials / supplies 75,122 130,404 203,294 65% Interfund charges 40,024 34,079 34,866 (7%) Capital outlay 111,290 150,913 169,306 23% $ 2,733,785 2 733 785 2,997,659 2 997 659 3,632,241 3 632 241 15% FTE Summary: Regular (full & part time) 18.00 18.50 23.00 13% Limited term 1.00 1.00 0.00 (100%) 19.00 19.50 23.00 10% [1] Amounts for items less than $5,000 have been reclassified from capital outlay to materials/supplies. 29
  32. 32. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - PROCURMENT, MATERIALS, AND RISK MANAGEMENT Procurement/Material Management & Safety/Risk Management Division Mission The Purchasing and Safety/Risk Management Division is responsible for the purchasing, materials management, safety and risk management functions of the County. This includes contracting, procurement, warehousing and protecting the personnel and assets of the County from exposures to loss through hazard identification, loss prevention, loss reduction and exposure avoidance methods. Additionally, the Division provides safety training, compliance and workers’ compensation services to employees. Procurement/Material Management & Risk Management Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Procurement/Material Mgmt $ 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 2,396,853 2,529,705 2,839,407 9% Expenditures by Fund: General $ 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 2,396,853 2,529,705 2,839,407 9% Expenditures by Type: Salaries $ 558,125 623,948 622,259 6% [1] Benefits 182,311 213,123 211,676 8% [1] Contractual services 576,001 665,655 455,186 (11%) Other services 964,572 933,484 1,440,909 22% [2] Materials / supplies 82,213 60,950 66,330 (10%) Interfund charges 33,131 32,080 33,047 (0%) Capital outlay - - 10,000 100% Fiscal charges 500 465 0 (100%) $ 2,396,853 2,529,705 2,839,407 9% FTE Summary: Regular (full & part time) 12.00 12.00 12.00 0% [1] Casual, Student,& Temp. 0.11 0.00 0.00 (100%) 12.11 12.00 12.00 (0%) [1] Two new FTEs transferred from schools for consolidated mail/warehouse functions. [2] Increase in property insurance, dental insurance and workers' compensation insurance premiums. 30
  33. 33. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Program Purpose The purpose of the Human Resources Program is to provide recruitment/retention, total rewards and career development services to the organization (management, current employees and potential employees) so it can attract, retain and motivate people to accomplish the County and department goals. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 60,003 43,536 85,667 205,646 51% Operating Expenditures/Budget $ 1,062,710 1,087,338 1,195,213 1,218,270 5% FTE's 11.50 11.50 12.00 12.00 1% Operating Expenditure/FTE $ 92,410 94,551 99,601 101,523 3% Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis During the FY2009 budget cycle, one (1) FTE had temporarily been transferred to the IT Division to work on a special project that involved both IT and HR. This position was returned to the HR budget in FY2010. Additionally, as a part of the FY2010 budget, recruitment expenses for Public Safety were transferred into the HR budget. These two major budget items, in addition to the annual increase allowance of 7%) resulted in the increased budget of 10.8%. process. HR staff have worked closely with management in the recruitment process Process improvements have been implemented including training, more efficient processes, and identification of the most effective recruitment markets. The average number of working days to fill a vacant position has decreased; however, in most situations the anticipated time standard was exceeded due to the readverstisement of positions in order to obtain a higher quality of applicant pool. During FY2009, employee turnover was much less than anticipated. This figure is the lowest that it has been for nearly 10 years. Additionally, there were no employee grievances during this timeperiod. Employee benefits in the County are a huge retention tool with the County's percentage being well within the national average. With the State and County retirement and pension plans, the County contributes 18.15% to 30.25% of the base earnings per employee. The Human Resources Division is staffed to provide full comprehensive services in the areas of: recruitment, employee relations (including grievances, complaints, investigations), labor relations (including negotiations, hearings, grievances), training (including providing, facilitating, tuition assistance), compliance reporting, benefits (including administration of pension plans, retirement plans, wellness programs, donated leave), payroll processing and accounting, Personnel Board, Labor Management Relations Board, compensation structure (including market studies and job classifications), Employee Survey, and Employee Recognition Programs. Staff are cross-trained to assist in the various programs. 31
  34. 34. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change RECRUITMENT Average # working days for CPM external recruitment without candidate testing requirements 55 36.1 (34.4%) Average # working days for CPM external recruitment with candidate testing requirements 60 52.2 (13.0%) Total # positions filled (including promotions of existing employees, new regular CPM employees, and new temporary, casual and limited term employees 172 180 178 1.7% EMPLOYEE GRIEVANCES # of employee grievances and CPM appeals per 100 employees 1.67 N/A N/A % grievances resolved before Footnote 1 - CPM passing from management control 100% N/A N/A HR STAFFING LEVEL Ratio of total HR FTE's CPM (excluding payroll) per 100 total jurisdiction FTE's 1.44 1.40 (3.1%) EMPLOYEE JOB SATISFACTION 3% % employees who rated overall satisfaction as a County employee as satisfied or above on the Employee Survey 85% N/A EMPLOYEE TURNOVER RATE Turnover rate (excluding retirements, deaths, CPM probationary and part timers) for all positions 6.9% 2.1% (69.6%) BENEFIT COSTS Employee benefit costs as a CPM percentage of employee salaries (excluding overtime) 37.7% 39.4% 4.4% Footnote 1 - During FY2009, 0 employees filed grievances, and 677 employees were eligible to file grievances. Reporting 0% would be accurate, but would also be misleading, as management had no grievances to deal with. Therefore, the best answer is N/A, for Not Applicable. 32
  35. 35. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM HOW THE ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM STACKS UP Employee Benefits as % of  Employee Salaries Bridgeport, CT  pop 137,912,  69.0% Cumberland,  MD pop 20,758   ‐ Highest,  59.3% Los Alamos,  Los Alamos,  pop 18,150,  pop 18,150,  39.4% Casper, WY pop  37.7% 52,089 Median,  35.0% Sioux Falls, SD  pop 154,100  pop 154 100 Median, 36.2% McHenry, IL  pop 24,493 ‐ Colorado  Lowest, 15.6% Springs, CO pop  398,258 ‐ Highest, 4.0% 2007  2008  2009  33
  36. 36. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Ratio of HR FTEs per 100 Total  FTE's Windsor, CO ‐ Highest, pop.  19,201,  4.20  Pleasant Hill,  MO ‐ Highest,  pop 6,903,   2.98  Los Alamos pop  Los Alamos pop  18,150,  1.44  18,150,  1.40  Clayton, MO  Harrisonville,  pop 15,935 ‐ MO pop 8,946‐ Median,  0.78  Median,  0.80  Grain Valley,  Coral Springs,  MO pop 13,000  FL pop 128,930‐ ‐ Lowest ,  0.31  Lowest, 0.20 2007  2008  2009  34
  37. 37. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Average # working days for external recruitment with  candidate testing requirements 70 60  60 48.8  52  45 50 Los Alamos,  40 NM 30 20 CPM Median ‐ 10 Floyd County,  GA 0 2007 2008 2009 Average # working days for external recruitment  without candidate testing requirements 60 55  50 40 34.6 36  32.0  30 Los Alamos, NM 20 CPM Median ‐ 10 Elgin, IL 0 2007 2008 2009 Turnover rate (excluding retirements, deaths,  probationary and part timers) for all positions Tacoma, WA pop 396,000 ‐ Median Los Alamos actual 2009 2.1% 6.6% 2008 6.9% 0.00% 2.00% 4.00% 6.00% 8.00% 35
  38. 38. Incorporated County of Los Alamos ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM Program Purpose The purpose of the Information Technology Program is to provide hardware, network and software services to County employees so they can utilize reliable technology and receive responsive services to accomplish their job duties. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 1,128,624 842,135 938,581 1,204,057 2% Operating Expenditures/Budget $ 1,970,108 1,891,650 2,059,078 2,428,184 7% FTE's 18.75 19.00 19.50 23.00 7% Operating Expenditure/FTE $ 105,072 99,561 105,594 105,573 0% Comprehensive Plan References - Vision Statements Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis Information Technology continues to move toward ICMA standards for eGovernment, staff expertise and system reliability. In FY 09 the Internal Services Survey showed that satisfaction with IT services increased y y g by over 23% from the 2007 survey. This increase in customer satisfaction is attributable to listening to our internal customers and implementing their recommendations. At the beginning of FY 2008, Information Technology met with customers throughout County departments to find out how we could provide better service. The top priority for improvement in IT services from internal customers was to move beyond technical expertise to how specific major applications operate by increasing IT personnel and the familiarity of those personnel with those applications. The specified applications were Financials, Utility and Public Safety applications. In the FY 09 budget request, IT personnel increased from 19.5 to 22 and IT dedicated three FTEs to the financial system, utility billing/work orders and the public safety dispatch/records management system. We have received positive feedback from the customers, including a comment from one customer that they no longer felt they needed to allocate a position within their group to focus on the internal workings of that system. There was consideration to move an FTE from HR to IT to provide the same type of service for the HR system and the FTE was temporarily moved from HR to IT in FY09, but the transition never occurred and the position was left in HR. Based upon the same series of meeting with internal customers, the next highest priorities were to increase IT resources, particularly personnel, funding and time and to provide increased 24/7 service and support for public safety. IT added support for the public safety system, Intergraph, which includes a new area of support, computers in public safety vehicles. IT continues to support Public Safety systems including the systems with which they interface with a smaller team than other Intergraph clients dedicate to support of the system. We have incorporated some of these duties into IT positions that were already in existence to provide the necessary support. The ownership and maintenance of the Intergraph system was transferred to the County from LANL two years ago. Since that time many additional modules have been implemented. Information Technology plans to meet with department customers again in FY 10 after we get a normalized response to the new internal services survey. This will be the first year utilizing the ICMA standard questions and ratings. The survey will become an annual process instead of biannual to keep a better appraisal of current customer satisfaction. EGovernment initiatives are in relatively new in Los Alamos County. Citizens continue to increase utilization of the eGovernment components as they become available. We expect dynamic change in these areas to continue as citizens become aware of the services and new services are added. The safeguards installed to protect against downtime in FY08 have shown to decrease system downtime and increase system stability. 36

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