AG 2003 02 17 - Laserfiche WebLink

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3) program responsibilities for three of our program administrators, and affords more flexible and efficient use of existing staff. Reassignn~nt of one of the five existing program administrator positions as Deputy Director, responsible for administrative management agency-wide, and reassilt;nment of the Business Manager position (previously assigned as head of tile Administration Division) as Administrative Officer, responsible for the Finance Unit and for financial management. These changes were required to give us the capacity to strengthen management of internal operations, especially of financial systems, as well as of external relationshiss and issues. (When the Administrative Officer is in place) the changes W~ill provide me as director the increased ability I have needed to work in file community, and at the state level, to collaborate, develop resources, iimprove policies, and advocate for the county and the needs of our citizens. They will permit the Deputy Director to devote needed attention to all adminit~trative functions (as opposed to having to spend virtually all of her time on financial operations.) The Administrative Officer will help in developing grant, volunteer and community resources. The two ~tttached organization charts, one depicting the organization as it was 3-1-0:~, and the other as it has been from 12-1-02, reflect the changes in assignmerSs we have made for these managers. (Position descriptions for the four affected management positions have been forwarded, through County Human Resources to State Personnel for classification, and have been classified at the requested levels.) 4) Privatizati~n of the in-home aide component of the CAP-DA Program. This limited co~s, and helped to assure the continued viability of this important program. : 5) Spemahza,tiort of staff working in economic services programs. We believe this change will enable staff in these programs to manage heavier caseloads. 6) Development of new expense and revenue tracking and reporting systems. These syst~rns have allowed us to greatly improve our budget management, and especially to make optimal use of federal and state funding available to the county, 7) Use of resOurce management technology and monthly performance reporting. These systems have allowed us to carefully track productivity and quality of work acro~B the Department, to identify needs, and to deploy available staff in the mos~ effective way. We have revie~wed these changes with the Social Services Board as they have been implemented. At its January 28 monthly meeting, we do plan to present these materials relating to tile requested reclassifications, and to seek the Board's endorsement in proceeding to bring ~he request forward. Request I believe that it'is important we proceed with the reallocation of these positions to the appropriate classifications now. There are two reasons: a) Until the positions are classified, we can not fill the Administrative Officer position. That position is essential to strengthening finanq:al management, and to permitting the Deputy Director and me to do the jobs we need to ~o in this organization structure, b) Waiting further is unfair to