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Commission Programs and Projects c c c c c Northridge on undergraduate and graduate classes at the Norwalk headquarters Tracking and responding to social media (Twitter, Facebook, YouTube) conversations about the department, providing election information in real time and correcting misinformation Full implementation of the “Lean Six Sigma” project - improving vital records processing by cutting the online process from 17 days down to one, and reducing the mail opening function by utilizing two employees instead of six Adoption of principles for the Voter Systems Assessment Project (VSAP), a strategy to develop a new voting system for Los Angeles County Use of Plain Language in all department documents Staff development of automation initiatives to improve employee productivity, such as the eSample Ballot and online campaign finance disclosure filing forms Best practices that could be shared with other departments: c Ensure jobs will not be eliminated through process improvements c Staff development does not always require training funds. Sometimes it just requires a convenient and targeted opportunity. Sheriff The Honorable Leroy Baca, Sheriff (Visited April 2, 2012) vacant patrol, custody, and court positions, saving on overtime expenditures. Actions taken to improve quality and productivity: c Adjustments in the jails due to the increased prisoner population as a result of AB 109 (Realignment) c Smooth absorption of the Office of Public Safety (700 employees) c Saving $40 million in procurement costs by purchasing three used helicopters for patrol and rescue c Operating within the department’s budget by moving between 1,300 and 1,400 staff members into vacant positions one day per month c Refurbishment of the Biscaluiz Center and renovation of the Hall of Justice c Ongoing reduction in crime by working with community partners and increasing inmate education programs c Progress on the Los Angeles Regional Interoperable Communications System (LACRICS) with California Department of Transportation ($121 million) and U.S. Homeland Security ($141 million) funding Best practices that could be shared with other departments: c Integration of social media into practices and procedures to reach and inform as many people as possible Major quality and productivity challenges and opportunities: Budget reductions have led to the challenge of maintaining programs and providing services with the same number or fewer staff. AB109 and AB117 pose new problems for the Department, transferring responsibilities from the state to the local level, adding even more responsibility to an already full agenda. A Budget Best Practices Committee was formed to examine Department operations and implement efficiencies. The Cadre of Administrative Support Personnel program used sworn personnel to fill 18 Quality and Productivity Annual Report 2012
Commission Programs and Projects Productivity and Quality Awards The Quality and Productivity Commission is committed to promoting and sharing best practices in the County. An important part of this commitment is the annual Productivity and Quality Awards program (PQA). Each year, County departments submit their best projects to compete for a Top Award. The Commission honors the department heads, managers and employees who pay a key role in designing and implementing the best creative projects at the PQA awards luncheon. The County of Los Angeles Quality and Productivity Commission’s 26th Annual Productivity and Quality Awards Program, “Investing In A Quality Future,” was held on October 17th at the Grand Hall of the Dorothy Chandler Pavilion. Supervisor Michael Antonovich, Chief Executive Officer William T Fujioka, and the Quality and Productivity Commission joined together to honor award winners. Over 500 County employees attended the event. Patrick Healy, news reporter for NBC4, was this year’s emcee. He has hosted the event a number of times before, and was enthusiastically welcomed back. The 69 exceptional projects demonstrate new and better ways of serving the public in Los Angeles County. This year, the departments reported an estimated total of over $169.8 million in cost benefits. Service excellence and cost efficiencies continue to grow through the dedication and hard work of our County managers and employees. Their efforts help ensure the delivery of needed services. Quality and Productivity Annual Report 2012 19
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