Organizational Excellence

Summary of objective implementation status (achievements or progress over last year; significant delays or issues, etc.)

The County Administrator’s Office (CAO) conducted an initial review of routine administrative procedures and workflows that could be streamlined. Many of the identified procedures were procurement-related, and any streamlining of those workflows will wait until staff has received recommended actions from a countywide Procurement Assessment, currently underway (see Organizational Excellence Objective Goal 3, 1.5). 

Staff anticipates that several non-procurement related processes flagged for streamlining, including internal HR workflows, could be addressed over the next year.

Key milestone update (include relevant metrics, if applicable)

• Conversations with seasoned administrative staff yielded a preliminary list of potential processes that could be considered for streamlining, and the focus over the next year will be on non-procurement workflows, given the countywide Procurement Assessment noted above.

Coordination and partnership update

Not applicable

Community, equity and climate update

Not applicable

Funding narrative (If this objective received Strategic Plan funding in year 1 or year 2, please provide a status of expenditures to date.)

A funding request for a 6-month intern was submitted during the Year 1 funding cycle but the funding was not granted. Upon further consideration, an intern is likely not well positioned to identify ingrained County process for efficiency. Staff will work with the preliminary list of processes and determine the feasibility of addressing a subset of the processes without additional resources.