Report of the Cost of Government Commission - January 9, 2007

Home

I. RECOMMENDATIONS FOR ALL DEPARTMENTS A. Recommend that all departments provide legal, contractual, and procurement training to all new department heads/managers/supervisors, specific to their departments, within three months of hire/promotion date, and that Corporation Counsel coordinate such training. BackQround/Explanation: Though department heads receive training from the Office of the Corporation Counsel on contract laws, procurement, and the Sunshine Law, and from the Department of Human Services on supervision, hazassment, and workplace violence, there is no comprehensive program to train new department heads on regulations relevant to their departments. If a department head is appointed from outside the County, the opportunity to receive training on the running of that department does not necessarily exist. B, Recommend that all departments budget for and expend monies for professional development opportunities. Background/Explanation: Though many departments budget for professional training opportunities, the COGC was informed by a department that off-island trips aze discouraged because of the costs and because of the public perception of travel being a waste of money. However, the COGC feels that departmental staff should regularly travel off-island to explore the new approaches and strategies other municipalities use to solve problems. In the long run, this would improve govenunent efficiency and operations. C. Recommend that all departments implement a computerized maintenance management system ("CMMS"). Backeround/Exolanation: The COGC was informed that computerized maintenance management systems aze widely used in operational facilities, such as water treatment plants. If the right software is instituted, the system would help to improve a department's efficiency by scheduling automatically the maintenance of facilities and equipment. This could reduce overall long-term costs by lessening equipment down-time and energy consumption, as well as improving productivity and lengthening the life of equipment. D. Recommend that every four years, the County contract with an independent source to conduct a management and program audit which would include evaluating the management structure, the program needs, and impacts of all County departments to identify new practices or procedures which should be in place for efficiency and cost savings. The report is to be forwarded to the County Council and made available for public review. Background/Explanation: Although the COGC's function is to study departments and boazds so as to make recommendations to the mayor on how the County could promote economy, efficiency, and improved service, it is just apart-time commission which spent much of its time Teaming what the different departments 2