Fiscal Crisis Management Plan

I. Evaluate & Act on All Available Means for Achieving Cost Savings & / or Improving upon Efficiencies


  • Continually evaluate our capacity to sustain non-mandatory functions
  • Research best practices for service delivery models
  • Implement acceptance of credit card payments for all fees, County-wide
  • Consolidate facilities where feasible
  • Reorganize programs and regionalize caseloads requiring travel in self-funded departments
  • Improve upon our ability to effectively manage the high cost of employee turnover
  • Convert to paperless check issuance
  • Consider options for privatization
  • Collaborate with community partners
  • Bring energy efficiencies to fruition

II. Focus on Generation of Additional Revenues & Claiming of Essential Reimbursements


  • Explore alternatives to our current A87 administrative cost allocation plan
  • Fill our new Tax Administrator position
  • Develop best practices and conduct annual sales of tax defaulted properties
  • Develop and implement best practices for debt collection
  • Fully staff disaster claiming functions to enable critical reimbursements
  • Strengthen and efficiently staff offices that drive revenue generation
  • Identify, surplus and sell County-owned properties not required for public use
  • In coordination with the local AB 109 Commission, revisit allocation methodology for AB 109 funds for local law enforcement
  • Pave the way for future revenues through local Economic Development efforts
  • Evaluate existing Williamson Act contracts
  • Adhere to periodic Master Fee Schedule updates

III. Enhance Use of Technology to Better Meet Workload Demands


  • Expand use of modern customer service tools, including chat, email and self-service telephone systems
  • Implement electronic document and workflow management tools
  • Research best options for digitization of records
  • Identify processes utilized by multiple departments that can be automated, to include County-wide implementation of credit card payments for services
  • Broaden access to automated legal research tools
  • Simplify internal processes causing duplication of work, such as tracking of work hours with both paper and Executime
  • Utilize webinars and online training opportunities

IV. Reduce Permanent Position Allocations in the General Fund by an Estimated

  • 5% in Fiscal Year (FY) 2019/2020
  • 6% in FY 2020/2021
  • 7% in FY 2021/2022
  • 18% cumulative

Where necessary, reallocate staffing to meet business needs.

Allocations Note: In recent months, an average of 20% of permanent position allocations in the General Fund have been vacant. The intent is to eliminate vacant positions.

V. Partner with Your Board for Success


  • Provide direction as a full Board and collaborate on areas of common interest
  • Evaluate the expenditure of staff time
  • Implement necessary policy changes
  • Be prepared to make unusually difficult budget decisions
  • Support Department Heads and staff when service reductions are unavoidable
  • Reaffirm your commitment to Vision 2028

Related Documents