County of Los Angeles INTERNAL SERVICES DEPARTMENT
STRATEGIC PLAN
2019 - 2022
CONTENTS Director’s Message ........................................................ 4 Driving Strategic Value ................................................... 6 Our Services.................................................................... 8 Strategic Plan Goals ....................................................... 11 Goal 1: Partner .............................................................. 12 Goal 2: Foster ............................................................... 14 Goal 3: Deliver .............................................................. 16
DIRECTOR’S MESSAGE
The County of Los Angeles Internal Services Department (ISD) is a purpose, people, process, and performance driven organization. ISD delivers a wide array of essential services to the County, and this Strategic Plan was developed with the intention of providing overarching goals for the department. Our goals are focused on our partners, our people, and our services to help ensure we are the Trusted Partner and Provider of Choice for the County of Los Angeles. ISD celebrates creativity, teamwork, and commitment and we pride ourselves on offering quality and sustainable services for the County of Los Angeles. As we move into the next exciting phase of our journey, our focus will be to continue to transform our environments in order to leverage the opportunities afforded by new technologies, aiming to deliver improved operational efficiencies to our partners. Our goal is to ensure that our employees are capable, well-rounded leaders who reflect ISD’s values & signature behaviors and are proud ambassadors of the County of Los Angeles.
By embracing a culture of excellence, we will continue to provide pioneering solutions and industry expertise, ensuring that we play a key role in helping to drive government agencies of the future. Developing a clear and comprehensive strategy, strengthened by deep partnerships, will enhance our ambition to be a genuinely premier government organization. We will not weaken our resolve to offer impactful business solutions that benefit the County’s operations and our local communities. I commend ISD’s 2019-2022 Strategic Plan to our customers, our staff, and our partners. This plan will serve as a clear roadmap as we seek to deliver world class service and position ourselves for future success. Scott Minnix Director
DRIVING STRATEGIC VALUE
EXECUTIVE OVERVIEW
The Internal Services Department was established in 1989 by the Board of Supervisors to help manage and support the basic functioning of the Los Angeles County’s 37 departments, and approximately 200 committees and commissions. Among the support services provided are acquisition services, administrative services, building support, communication services, data center management, energy & environmental services, programming services, and other support services. With 2,198 budgeted positions and more than 5,120 contracted workers of varying professions and occupations, the ISD is committed to being the County’s trusted partner and provider of choice. More than a starting point, ISD’s 2019 – 2022 Strategic Plan is a continuing point that builds on a rich, successful 30-year history of qualitative growth and commitment guided by clear needs, values, and vision. ISD has evolved from a support department into a recognized and leading governmental organization in the field of information technology and environmental stewardship. Today, with technology’s quickening pace, the need for innovation, creativity, and quality services is our driving force.
OUR PURPOSE To provide essential services to support the County’s mission.
OUR VISION To be the Trusted Partner and Provider of Choice.
OUR VALUES SERVICE
Anticipate Customer Needs.
QUALITY
Exceed Expectations.
CREATIVITY
Create Value through Innovation.
TEAMWORK
Work as a Team. Respect the Individual.
SUSTAINABILITY Provide Environmental Leadership.
OUR SERVICES
OUR PURPOSE
OUR VALUES
SERVICE To Provide essential Anticipate Customer Needs. services to support the County’s mission. QUALITY Exceed Expectations. Administration and Finance Service (AFS): AFS provides administrative support to ISD in the areas of human CREATIVITY resources, budget, finance, and executive management services Create Value through including support services for security and emergency management. Innovation.
OUR VISION
TEAMWORK Energy and Environmental Service (EES): Work as a Team. Respect To be the Trusted EES provides energy management and environmental stewardship. the Individual. Partner and provider of Choice. SUSTAINABILITY
DAVE WESLIK Information operates and networks, an and manage
MIKE EUGENE, Gen Facilities Operati management and services.
Provide Environmental Leadership.
SELWYN HOLLINS, Chief Deputy Director Executive Office
MINH LE, General Manager Energy and Environmental Sustainability (EES): EES provides energy management and environmental stewardship.
The Internal Services Department is a core central services department providing essential services to the County of Los Angeles Board of Supervisors, Chief Facilities Operations Service Executive Office, along with over 35 other(FOS): departments and government agencies. provides building management and repair services, custodial, SCOTT MINNIX, Director ISD isFOS organized to provide the following critical services: and landscape services.Executive Office
Administration and Finance Service (AFS): AFS provides administrative support to ISD in the areas of human resources, budget, finance, and executive Information Technology Service (ITS): K, General Manager management services including support services for security and emergency ITS plans, develops, operates and maintain computer applications, n Technology Service (ITS): ITS plans, develops, management. d maintain computer applications, andand telecommunications systems. ITS also systems andsystems networks, nd telecommunications systems. ITS also operates operates and manages the County Data Center. es the County Data Center. Energy and Environmental Sustainability (EES): EES provides energy management and environmental stewardship.
Purchasing and Contracts Service (PCS):
PCS acts as both an integrator and facilitator in providing Facilities Operations Service equipment (FOS): FOSmaintenance, provides building management purchasing, contract processing, mail, neral Manager and repair services, custodial, and landscape services. parking, reprographic ions Service (FOS): FOS provides building and fleet maintenance services. ISD is formally designated as the official Purchasing Agent for the Los Angeles repair services, custodial, and landscape County. Information Technology Service (ITS): ITS plans, develops, operates and
maintain computer applications, systems and networks, and telecommunications systems. ITS also operates and manages the County Data Center.
Purchasing VACANT, General Managerand Contracts Service (PCS): PCS acts as both an integrator and facilitator in providing contract processing, equipment Administration and Finance Service (AFS):purchasing, AFS provides maintenance, mail, parking, reprographic and fleet maintenance services. ISD is administrative support to ISD in the areas of human resources, formally designated as the official Purchasing Agent for the Los Angeles County. budget, finance, and executive management services including support services for security and emergency management.
VACANT, General Manager Purchasing and Contracts Service (PCS): PCS acts as both an integrator and facilitator in providing purchasing, contract processing, equipment maintenance, mail, parking, reprographic and fleet maintenance services. ISD is formally designated as the official Purchasing Agent for the Los Angeles County.
DID YOU KNOW, ISD... has has an annual operating budget of over
$873M
has a workforce of
7,200+ (budgeted positions & contracted workers)
supports
45.5M
square feet of County owned and leased space
2,000+
certified continuous improvement practitioners (Lean Six Sigma, Agile, etc.) expends over
$1.1B as the County’s purchasing agent
manages over
$20M energy efficiency opportunities
STRATEGIC PLAN GOALS ISD provides services to County departments whose mission is to implement the strategic goals of the County. In this effort, ISD’s strategic goals were developed to support the County’s Strategic Goals and Initiatives.
Goal 1: PARTNER with our customers to enable their success.
Goal 2: FOSTER an organization of passionate and empowered public servants to make a meaningful difference.
Goal 3: DELIVER responsive service and innovative business solutions.
STRATEGIC PLAN STRATEGIES
Goal 1: PARTNER
Goal 1: Partner with our customers to enable their success. STRATEGY 1.1 Strengthen trusted relationships and continually improve partnerships to align with customer’s business needs
STRATEGY 1.2 Enhance customer service engagement through advanced and long-range planning, collaboration, predicting customer needs, and timely responsiveness
STRATEGY 1.3 Enhance customer communications for greater transparency using technology
STRATEGY 1.4 Create and implement procedures and standards to ensure environmental sustainability and compliance in all our work
STRATEGY 1.5 Implement the County-Wide deferred maintenance program to improve the facilities and work environment of our customers and align the program with customer priorities
STRATEGY 1.6 Leverage data analytics to redesign programs and priorities to deliver innovative, effective services and cost efficiencies
STRATEGY 1.7 Develop long-term sustainable funding model for service offerings
STRATEGY 1.8 Improve purchasing timelines and simplifying solicitation processes to support customer success
ISD services th Departments o Services, Prob
ISD assesses t with other facili
ISD manages a pollution by 5,7
he Zev Yaroslavsky Family Support Center which houses of Health Services, Mental Health, Public Health, Public Social bation, Child Support and Children and Family Services.
ISD partners with the Department of Public Social Services by servicing its 66 facilities and expending approximately $80 million annually on the department’s behalf.
the facility conditions of the La Brea Tar Pits and Museum along ities totaling over 45.5 million square feet.
ISD operates the County of Los Angeles DC1 Data Center and delivers technological tools, data analysis, and custom IT infrastructures specific to each department’s needs.
a rooftop solar system project which is estimated to save the County of Los Angeles approximately $5 million over the next 25 years and reduce 700 metric tons of carbon dioxide emissions per year. This is equivalent to taking 1,220 vehicles off the road.
STRATEGIC PLAN STRATEGIES
Goal 2: FOSTER
Goal 2: Foster an organization of passionate and empowered public servants to make a meaningful difference. STRATEGY 2.1 Develop and improve retention, communication, and motivation strategies
STRATEGY 2.2 Invest in growing our talent to continuously excel at being leaders/ partners for the County
STRATEGY 2.4 Create quality job opportunities through alignment with workforce development programs to provide career pathways that advance workplace diversity, fairness and inclusion
STRATEGY 2.5 Improve the hiring process to recruit, retain, and continue to build a broad skillset of employees
STRATEGY 2.3 Identify, communicate, and leverage productivity standards to align staff with strategic and operational objectives and create measurable service quality and delivery
ISD participates in the Los Angeles County Workforce Development, Aging and Community Services Youth Career Expo to help youths ages 14 to 24 explore variou and help job seeks in their search.
us career fields
ISD provides employees with various tools and regular trainings to become more effective leaders.
ISD integrates a variety of continuous improvement methodologies to enhance service delivery and performance at all levels of the department.
STRATEGIC PLAN STRATEGIES
Goal 3: DELIVER
ISD is a world leader in geographic information systems (GIS) technology and delivers innovative real-world applications that enhances the County’s operations.
Goal 3: Deliver responsive service and innovative business solutions. STRATEGY 3.1 Evolve as a transformational leader in all our core services offerings, identifying and implementing best practices, using technology to enhance effective and efficient service quality and delivery, and creating a culture of innovation and continuous improvement
STRATEGY 3.2 Establish new and evolve current methodologies and approaches to provide innovative solutions and high quality, responsive services
STRATEGY 3.4 Leverage technology solutions for enhanced delivery of projects and services
STRATEGY 3.3 Focus on providing integrated and innovative service delivery across ISD and to customers
ISD operates Angeles Civic
s and maintains the County’s 2 co-generation plants and 5 large heating and refrigeration plants to deliver essential services to locations including the Los c Center and the Martin Luther King, Jr. Medical Center.
Building a Better ISD, so we are the Trusted Partner & Provider of Choice!
County of Los Angeles BOARD OF SUPERVISORS
County of Los Angeles INTERNAL SERVICES DEPARTMENT
Hilda L. Solis | First District
Scott Minnix | Director
Mark Ridley-Thomas | Second District
Selwyn Hollins | Chief Deputy Director
Sheila Kuehl | Third District Janice Hahn | Fourth District Kathryn Barger | Fifth District
1100 N. Eastern Avenue Los Angeles, CA 90063 323.267.3105 www.isd.lacounty.gov
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