2019 ACCOMPLISHMENTS & 2020 GOALS
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hroughout 2019, the County of Orange has been working toward updating and improving services for its more than 3 million residents. The 2019 Accomplishments and 2020 Goals report details the highlights of this effort by sharing significant accomplishments throughout the County in 2019 as well as providing a vision for the critical goals and areas of achievement planned for 2020. Orange County made headway on several long-term projects in 2019, including a full redesign of the Point-In-Time count operations using more effective technology, successful litigation empowering the County to support programs for homelessness and public safety, and commencing construction on the Be Well OC campus facility, the first of its kind in Orange County to provide crisis health services. These achievements illustrate the progress made in developing programs and strategies focused on improving County operations and services for the present and foreseeable future. Throughout the accomplishments and goals listed in this document, you will see each County department fulfilling and advancing the County’s mission of making Orange County, a “safe, healthy and fulfilling place to live, work, and play, today and for generations to come, by providing outstanding, cost-effective regional public services.” I am optimistic that this document offers insight to the development and growth taking place throughout the County, and I look forward to successfully achieving future goals together.
- F rank K im , C ounty E xecutive O fficer
C OU N T Y OF O R A N G E 2 0 1 9 A cco m pl i sh m e n t s a n d 2 020 G oa ls
TABLE OF CONTENTS AUDITOR-CONTROLLER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 CAMPAIGN FINANCE AND ETHICS COMMISSION. . . . . . . . . . . . . . . . . . . . . . . . 5 CHILD SUPPORT SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 CLERK OF THE BOARD OF SUPERVISORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 CLERK-RECORDER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 COUNTY COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 COUNTY EXECUTIVE OFFICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 HEALTH CARE AGENCY/PUBLIC GUARDIAN . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 INTERNAL AUDIT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 JOHN WAYNE AIRPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 OC COMMUNITY RESOURCES OC ANIMAL CARE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 OC COMMUNITY SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 HOUSING & COMMUNITY DEVELOPMENT & HOMELESS PREVENTION. . . . . . . . 16 OC PARKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 OC PUBLIC LIBRARIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 OC PUBLIC WORKS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 OC WASTE & RECYCLING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 PROBATION DEPARTMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 PUBLIC DEFENDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 REGISTRAR OF VOTERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 SHERIFF-CORONER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 SOCIAL SERVICES AGENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 TREASURER-TAX COLLECTOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
C O U NT Y OF O RA N GE 2 0 1 9 Acco m p lishments and 2020 Go a l s
AUDITOR-CONTROLLER 2019 ACCO M PL I S H M E N T S •
Completed 26 payroll processes for a total of 489,617 paychecks in the amount of $4,108,2016.
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Moved agency headquarters and the offices of over 150 people in 48 hours without any interruption in service to the County.
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Received and responded to over 150 Public Records Act requests.
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Received a clean opinion on the County’s Comprehensive Annual Financial Report for FY 18-19.
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Received the Financial Transactions Reporting Award from the State Controller’s Office for the fiscal year ended June 30, 2018. The award is in recognition of the professionalism demonstrated by counties in preparing accurate and timely financial reports meeting the review criteria of the award program.
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Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Annual Financial Report (CAFR) and the GFOA Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR) for OC Citizens’ Report for FY 17-18. This award is a prestigious national award recognizing excellence in state and local government financial reporting.
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Prepared the County’s Adopted Budget for FY 2019-20 in the prescribed format for submission to the State Controller’s Office (SCO).
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Prepared the FY 2020-21 County Wide Cost Allocation Plan (CWCAP) and obtained the approval from the SCO in order for departments to claim indirect costs for reimbursement from federal and state grant/programs.
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Processed and paid 175,191 invoices at Central Claims.
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Processed and paid 30,419 employee reimbursement claims.
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Processed 1,002,676 financial transactions in the CAPS+ Financial/Procurement System.
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Processed 1,490,694 personnel/payroll transactions in the CAPS+ HR/Payroll System.
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Prepared the County of Orange property tax rolls, totaling over $7 billion and distributed the related tax proceeds to schools, cities, special districts, redevelopment trust funds and County funds.
2020 G OA L S
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Receive awards for achievement in financial reporting from GFOA and the State Controller’s Office for FY 2018-19 reports.
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Successfully implement GASB Statement 84 “Fiduciary Activities” in the FY 2019-20 CAFR and continue to receive a clean opinion of the County’s financial statements.
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Prepare the FY 2019-20 OC Citizens’ Report and receive the GFOA Award for Outstanding Achievement in Popular Annual Financial Reporting.
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Support CEO Budget with initiatives to streamline the budget process or Strategic Financial Plan.
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Submit the FY 2020-21 Adopted Budget and FY 2021-22 CWCAP to the SCO in a timely manner.
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C A M PA I G N F I N A N C E A N D E T H I C S C OM M I SS I O N 2019 ACCO M PL I S H M E N T S •
Converted Lobbyist Registration Program to internal program managed in-house and created cost savings and better transparency as well as increased accessibility.
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Provided multiple sessions of Ethics training to newly elected officials and their staff, familiarizing them with the Campaign Reform Ordinance, Gift Ban Ordinance and Code of Ethics.
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Provided internal and external education programs to familiarize the public and County with the services offered by the commission.
2020 G OA L S •
Provide elected officials and candidates an updated Campaign Manual for 2020.
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Increase efficiency and user experience with Assembly Bill 1234 tracking and compliance monitoring.
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Ensure proper education and compliance with new election cycle periods due to change in County ordinance.
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C H I L D S U P P O RT S E RV I C E S 2019 ACCO M PL I S H M E N T S •
Utilized multi-medium marketing campaigns to increase public awareness of the services available and to engage families it serves. The department received the Western Intergovernmental Child Support Engagement Council (WICSEC) Program Engagement Award recognizing the department for its effectiveness in creating a positive public image of the child support program.
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Received the National Child Support Enforcement Association (NCSEA) Program Awareness Award recognizing the department’s marketing campaign for exemplifying a global, multi-segmented approach to reach various audiences, successfully raise awareness and create a positive image of the child support program.
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Developed data models, tools and studies using predictive analytics to inform policy and practice, identify challenges and payment barriers for parents, and boost annual performance. As a result of these efforts, the department received a National Association of Counties (NACo) Achievement Award; and the Orange County Business Council (OCBC) Incorporating Innovative Technology Award.
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Child Support Services had multiple accomplishments in regards to performance metrics. The department exceeded each Federal Performance Measure as follows: ◦ Percentage of Cases with Paternity Established: 100 ◦ Percentage of Cases with a Support Order: 93.6 ◦ Percent of Child Support Collected: 68.7 ◦ Percent of Cases with an Arrearage Collection: 67.7
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Served over 75,000 children.
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Answered 158,000 calls with an average wait time of 42 seconds.
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Served over 37,000 customers in person.
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Distributed on average $15 million in child support each month.
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Maintain or increase performance on federal, state and customer-defined performance measures while adapting to continually decreasing number of staff.
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Continue to increase public awareness of the wide array of services beyond child support payments available to both parents, through marketing grant and other efforts.
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Continue to participate in state and federal anti-poverty policy efforts through research, data analysis and collaboration with social service partners.
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C L E R K O F T H E B OA R D O F S U P E RV I S O R S 2019 ACCO M PL I S H M E N T S •
Chaired the OC Agenda Governance Steering Committee through the RFP process for a new agenda management system.
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Held eight assessment appeals public workshops.
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Participated in user acceptance testing for the Property Tax System project.
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Worked with CEO Communications on the upcoming website migration to a new platform.
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Completed scanning project to convert archived hard copy records to digital format.
2020 G OA L S •
Continue to serve on statewide legislative committees to actively monitor, develop, review and participate in legislation affecting Clerk of the Board operations and ensure Orange County’s interests are protected.
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Begin next steps in the OC Agenda project.
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Provide Assessment Appeals Workshops to the public and training to Assessment Appeals Board Members to ensure awareness of new laws, rules and procedures affecting the Assessment Appeals process.
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Monitor the “Split Roll” initiative on the ballot for 2020 because if passed, will certainly have an impact on Assessment Appeals operations and the property tax administration.
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CLERK-RECORDER 2019 ACCO M PL I S H M E N T S •
The department successfully relocated its North County branch office from Fullerton to Anaheim, adding passport services, expanded document recording services and two marriage ceremony rooms, and maximizing taxpayer dollars by doubling the square footage at a lower rate.
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Reached a milestone in electronic recording history by recording 9 million electronically submitted documents. This milestone achievement maintains the department as a nationwide industry leader and is a testament to the department’s commitment to bringing the residents of Orange County fast and efficient services.
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Awarded an Achievement Award by the National Association of Counties for the department’s G2G – Government to Government component in the Information Technology category. The G2G component to SECURE (the department electronic document recording delivery system) was created to help government agencies enjoy the same benefits that other users of SECURE have come to enjoy. G2G eliminates recording wait times, the need for envelopes and postage, and transportation costs. The biggest benefit is that government agencies can submit document recordings to any participating county using a single computer from anywhere.
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Successfully hosted special Saturday hours for the sixth consecutive year. The Saturday hours make it easier for working families and students who can’t make it during the week to obtain services usually offered just on weekdays.
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Develop and install self-service kiosks at the department’s locations, allowing customers to pay for and print their real property documents on demand to reduce wait times.
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Expand the department’s South County Branch Office at its current location in Laguna Hills to accommodate increasing demand for services.
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Increase the number of electronically recorded documents by 5 percent through the expansion of opportunities for stakeholders to have the ability to submit documents electronically to the department.
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COUNTY COUNSEL 2019 ACCO M PL I S H M E N T S •
In County of Orange, et al. v. California Department of Health Services, et al., County Counsel won a summary adjudication motion to enjoin the operation of a mobile drug needle exchange program in Orange County, which had been improperly approved by the State of California without any environmental review under the California Environmental Quality Act (CEQA). The ruling requires the state to conduct a CEQA analysis for all future authorizations in Orange County.
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In People for the Ethical Operation of Prosecutors and Law Enforcement (P.E.O.P.L.E.), et al. v. Rackauckas, et al., plaintiffs alleged multiple constitutional/civil rights violations arising out of the alleged improper use of confidential informants by the Orange County Sheriff’s Department and the District Attorney. In February, the court sustained County Counsel’s demurrer to plaintiffs’ complaint in this case, determining that plaintiffs lack taxpayer standing and resulting in a judgment of dismissal.
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County Counsel attorneys also assisted with bringing two major, highly publicized homeless litigation matters, Orange County Catholic Worker and Ramirez, to a successful settlement, whereby the County is empowered to provide persons experiencing homelessness with services and shelter, while at the same time, remaining able to enforce anti-loitering and anti-camping laws in all County-owned parks and facilities.
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This year was also extraordinary for the County Counsel Human Resources team. County Counsel attorneys successfully represented multiple County departments in employment disputes, including the successful representation of John Wayne Airport in a jury trial, which posed substantial civil liability. In this wrongful termination case, County Counsel not only prevailed, protecting the County from a $1.5 million damages claim, but also recovered the County’s costs and fees. The most significant accomplishment, however, was the successful representation of the County at the bargaining table. This year, the County Counsel HR team served as the Chief Labor Negotiator for the County. This was a new and different role for County Counsel. Historically we have served as legal counsel to HR’s negotiation team or the County has paid outside firms to provide this service. With County Counsel deputies as the chief negotiators at the bargaining table we have, to date, successfully negotiated six out of seven labor contracts. This saved the County and its taxpayers significant outside counsel fees.
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The County Counsel Development and Facilities team’s 2019 accomplishments include the negotiation and drafting of agreements involving water rights between multiple parties that resulted in the reopening of Irvine Lake for recreational fishing, a master ground lease to a nonprofit for the purpose of constructing a new landmark County homeless shelter at Yale Street, and a settlement agreement with PFMG Solar, whereby the County received $700,000 in exchange for the release of a contractual guaranty. County Counsel attorneys continued to provide guidance on numerous environmental issues which included assisting in the successful certification of the John Wayne Airport General Aviation Improvement Plan Environmental Impact Report and taking the lead in drafting an ordinance for the adoption of the Local Agency Management Program for Onsite Wastewater Treatment Systems.
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County Counsel attorneys were instrumental in the creation and implementation of the Orange County Housing Finance Trust, a joint powers agency established to be a financial clearinghouse for permanent supportive housing throughout Orange County. County Counsel attorneys successfully drafted the joint powers authority agreement, coordinated with member cities about Trust membership, and provided assistance to board members on the nascent organization’s governing body.
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During 2019, the County Counsel LPS/Probate Team filed over 350 new petitions for the appointment of a conservator and filed over 600 additional petitions for the reappointment of a conservator. Our team, on behalf of vulnerable adults, also successfully obtained monetary judgments from financial abusers of over $1.7 million and the return of real property valued at about $2.6 million.
2020 G OA L S •
In 2020, County Counsel will continue providing outstanding legal advice and litigation service. The County’s success is our mission. We expect to be doing more with less as the County faces budgetary challenges.
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COUNTY EXECUTIVE OFFICE 2019 ACCO M PL I S H M E N T S • Human Resource Services successfully negotiated successor contracts with eight County labor organizations. These long-term agreements provide stability while continuing to live within our fiscal means. • The Budget team was awarded the Government Finance Officers Association Distinguished Budget Award. • Risk Management implemented a Subrogation Program within the Liability Claims unit for auto and property damage resulting in $232,803 in recoveries for the County. • The County Procurement Office gained the OC Board of Supervisors’ approval of the 2019 Contract Policy Manual, which included the new Orange County Local Small Business Preference Policy. • The Public Finance team participated in the first City/County partnered Enhanced Infrastructure Financing District (EIFD) in the state – Placentia EIFD. • OC Information Technology facilitated a seamless transition of Network, Voice and Security Services to SAIC in order to strengthen and maintain secure, reliable and scalable County IT services; transitioned over 14,000 phones at over 120 County locations off of the legacy voice network to a new core. • Legislative Affairs supported Fifth District Supervisor Lisa Bartlett with her successful election as President of the California State Association of Counties for 2020, and secured $1 million in state funding for the Orange County Housing Finance Trust for the development of permanent supportive housing. • CEO Real Estate along with OC Public Works negotiated and had approved by the Board a lease and construction agreement for the improvement of the County-owned building at 2229 S. Yale St. in Santa Ana as a homeless shelter to replace the Courtyard Transitional Center. • CEO Communications created and executed a communications plan to increase media coverage and awareness of the 2019 Point In Time count, resulting in 10 media outlets creating nearly 20 news stories. CEO Communications also recruited volunteers through social media and created a new Point In Time website with assistance from City Net.
2020 G OA L S • Human Resource Services will continue to provide enhanced customer service and communication with internal departments. • Budget will maintain excellence in budget presentation by receiving a Government Finance Officers Association Distinguished Budget Award. • Risk Management plans to develop online safety training for use in Eureka for all affected County employees. • Procurement looks forward to implementing the Orange County Small Local Business Preference Policy, including communication with all current County contractors and the outreach to the broader OC business community. • Public Finance will legally dissolve Joint Powers Authorities and special corporation financing mechanisms that are no longer in use. • OC Information Technology will manage the John Wayne Airport network refresh and integration of Social Services Agency (SSA) information technology (IT) resources into the Shared Services model. • Legislative Affairs will continue to advocate for state and federal funding for key housing and homeless assistance grant programs; and support legislation to combat homelessness and authorize funding for comprehensive services and care coordination for individuals and families experiencing homelessness. • CEO Real Estate is developing a singular real estate database to allow efficient management and administration of all County real estate assets through a single system, and that will establish job and funding coding strategies for each asset to improve ownership cost and revenue analytics, which will be available to all County stakeholders. • CEO Communications will assist the Board of Supervisors in ensuring the residents of Orange County are aware of and take part in the 2020 Census through public relations activities, advertising, earned media and social media.
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H E A LT H C A R E AG E N C Y 2019 ACCO M PL I S H M E N T S •
Broke ground as a key partner to commemorate the start of construction on the Be Well OC campus. All members of the Orange County Board of Supervisors took part in the event and were joined by officials from the State of California, the federal government and local entities. The Be Well OC campus, once completed, will serve as a 60,000-square-foot, stateof-the-art behavioral health facility at 265 Anita Drive in the city of Orange.
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Increased community suicide prevention awareness and opioid addiction prevention awareness. Major related accomplishments include Suicide Prevention Week in September, “Cultivating Hope in the Community” event, Board resolution recognizing Suicide Prevention Week, release of the 2014-2018 Suicide Deaths in OC report and the Addressing the Opioid Crisis in OC report.
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Implemented beginning phase of Medication Assisted Treatment (MAT) program in Correctional Health Services for Opiate Use Disorder with screening, assessment and treatment using MAT medications. Over 400 individuals have been continued or inducted on MAT medications.
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Established the Women, Infants and Children (WIC) Electronic Benefit Transfer (EBT) Program to replace former food voucher system. The debit card will improve the WIC participant experience, streamline the checkout process at the grocery store, and minimize paper waste associated with the vouchers, reduce stigma and allow flexibility in purchasing healthy food items.
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Administered about 38,000 immunizations in 2019 to children and adults in Orange County. This activity is a critical component of mitigating the spread of vaccine preventable diseases, thereby reducing the medical, social and economic burden of vaccine-preventable diseases on our community.
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Completed the Trauma System evaluation by the American College of Surgeons consulting team. The report found that the system is functioning well, and trauma center coverage of the County is excellent.
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Enhance County mental health system of care through development of Be Well OC campus, opening additional crisis stabilization units, and beginning work on a comprehensive Crisis Response Network.
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Expand reentry services for individuals being released from jail with health concerns to include warm handoffs to community resources and programs. This service will enhance community linkage and strengthen continuity of care. ◦ Enhance behavioral health and Substance Use Disorder (SUD) services for incarcerated individuals to include: ◦ Specialized housing units with therapeutic groups, individual counseling, medication management and discharge planning. ◦ Continue to enhance Medication Assisted Treatment (MAT) options for the incarcerated population with Opiate Use Disorder. This will include the continuation and induction of appropriate individuals on MAT medications, therapeutic group offerings that address Opiate Use Disorder, and discharge planning with linkage to community programs.
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Operationalize the additional funding from the state to improve the ability to protect the health of residents from communicable diseases and reduce spread of infections.
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Stop the increasing rates and increase stabilization of infectious syphilis. Infectious syphilis in OC has more than quintupled, from 4.1 cases per 100,000 residents in 2010 to 23.9 per 100,000 in 2018. Similarly, in 2010, there was one case of congenital syphilis (transmission of infection from mother to fetus in the uterus before birth), and in 2018, there were 14 cases. The new Community Health Improvement Plan for 2020 includes an objective to stop the increasing rates and stabilize the infectious syphilis rate at 23.9 per 100,000 or lower.
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Begin developing an implementation plan for a system to allow for online Environmental Health Plan Check submission and processing. Full rollout is anticipated in early 2021.
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INTERNAL AUDIT 2019 ACCO M PL I S H M E N T S •
Business Objectives and Key Performance Indicators: Met 11 of 12 Key Performance Indicators focused on the Internal Audit Department’s (IAD) business objectives of providing customer-centric, high-quality and cost-effective services by professionally licensed staff.
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Fiscal Year (FY) 2018-19 Engagements: Completed 33 engagements with 40 recommendations, which included six critical control weaknesses and 11 significant control weaknesses. In addition, department management concurred with 100 percent of our recommendations.
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Recommendation Follow-Up: IAD follows-up on all audit recommendations to ensure management takes corrective action to implement them. During FY 2018-19, we completed 24 follow-up audits and noted 127 recommendations were successfully implemented.
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Customer Service: The overall customer rating for “value received” on our FY 2018-19 projects was 96 percent. Our Customer Survey of Audit Services focuses on the usefulness of the audit, communication with the client, quality of the audit findings and recommendations, and professionalism of the audit staff.
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Agile Auditing: Successfully piloted the agile audit methodology during one of our information technology reviews. Agile auditing allows us to be more nimble, efficient and effective by focusing on the highest risk areas, establishing clearer outcomes and increasing client engagement by delivering quick, contemporaneous results.
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Audit Management and Analytics Software: Implemented audit management software that increased the efficiency and productivity of the entire internal audit process. The audit software eliminates issues associated with paper-filled binders and disconnected electronic files, driving efficiencies into the internal audit process. In addition, we started using data analytics software in our audits as part of our preliminary work and as a potential fraud detection tool.
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Licenses/Certifications: One Senior Auditor obtained her Certified Public Accountant license.
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Business Objectives and Key Performance Indicators: Meet and exceed all 12 Key Performance Indicators focused on the Internal Audit Department’s (IAD) business objectives of providing customer-centric, high-quality and cost-effective services by professionally licensed staff.
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Customer-centric services: Continue aligning audit services and products to be more customer-centric by providing more preventative services and products such as training and facilitated workshops. Specifically, IAD will develop and implement a Countywide internal control training program to offer to all departments. In addition, IAD plans to conduct Business Process Improvement Workshops to assist departments in identifying areas within their business processes where they can improve accuracy, and/or be more effective and efficient, along with assisting departments in re-designing those processes to realize improvements.
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High-quality services: Expand the coverage of audits covering high-risk information technology areas to better align our limited resources with emerging cybersecurity risks. In addition, expand the use of “agile” auditing to allow us to be more nimble, efficient and effective by focusing on the highest risk areas, establishing clearer outcomes and increasing client engagement by delivering quick, contemporaneous results.
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Cost-effective services: Upgrade audit management software to the latest version, which is web-based and includes enhancements that will result in more efficient execution of audit planning, fieldwork and reporting. In addition, expand the use of data analytics software to increase the value delivered through 100 percent coverage, highlighting every potential issue and/or anomaly, and helping us quickly identify the root causes of issues.
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J O H N WAY N E A I R P O RT 2019 ACCO M PL I S H M E N T S •
Facilitated strategic planning process for executive team to identify strategic objectives and prioritized goals, which serve as decision-making guideposts.
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Provided support for evaluating talent needs gaps airport-wide through executive team discussions, crafting a position evaluation review document and creating a position matrix for transparent executive team review and evaluation.
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Implemented a new advertising program, including new interactive concession wayfinding signage that lets guests know how to get to gates, stores and restaurants and what they offer. It also allows guests to place orders from their phones for pickup and delivery to gates.
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Refunded the Series 2009 Airport Revenue Bonds by partial pay-down of 2009 Bonds, reducing the bond issuance of the Series 2019 Airport Refunding Bonds to $85 million. The refunding resulted in producing cash flow savings of $81.5 million, about $38.1 million in net present value savings, and shortened the final bond maturity from 2039 to 2030.
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Completed a comprehensive inventory of network devices and locations in preparation for a full network redesign and refresh for state-of-the-art Software Defined Access (SDA) by Cisco.
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Hosted 223 JWAlive music performances in the terminal. Ticketed guests enjoyed live acoustic guitar and piano performances throughout the terminal.
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Through a partnership with Make-A-Wish® helped increase the cumulative donation of airline miles by 412 percent during the month-long “Trips that Transform” campaign. JWA also debuted the first North American airport “Wish Lounge” children’s play area.
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Implemented Viewpoint, a new user-friendly platform for submitting noise events that is fully integrated with the Airport Noise and Operations Management System.
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The Helping Hands personalized travel assistance program provided assistance to 69 families/individuals. The program won a CAPIO award for Excellence in Public Information and Communications.
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Submit for OC Board of Supervisors’ approval the selection of two full service and one limited service Fixed Base Operators to redevelop the general aviation program at JWA in April, with lease award in June.
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Upgrade the Central Utility Plant (CUP) capability to automatically re-start the generators and resume power after a planned or unplanned power disruption or outage. Utilize an Edison Self Generation Incentive Program (SGIP) to augment the CUP with solar power and electric power storage batteries to avoid spikes in energy demands.
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Execute a Full-Scale Triennial Disaster Exercise on April 16, in compliance with FAA regulations. The exercise, held every three years, will simulate response to a commercial aircraft accident. About 500 people will participate, including first responder agencies and simulated victim volunteers.
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O C C OM M U N I T Y R E S O U R C E S - OC ANIMAL CARE 2019 ACCO M PL I S H M E N T S •
Increased the dog-save rate from 93.27 percent to 96.55 percent and cat save rate from 73.26 percent to 80.39 percent for a combined save rate of 86.51 percent compared to 81.77 percent in 2018.
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Adopted out 7,378 pets — a 19 percent increase compared to 2018.
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Worked with a team of volunteers to implement regular small-dog playgroups. These playgroups are led by volunteers and provide regular enrichment to small dogs while simultaneously gathering helpful information about each dog without being a strain on staff time and resources.
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Increased the Cat Live Release Rate from 73.26 percent to 79 percent by the end of 2019. This was a difficult task considering that 2019 also experienced a severe kitten season and saw a significant increase in the number of cat intakes throughout year. The new programs implemented included a focus on finding foster placement and partnerships with other organizations to help work with the large number of cats.
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Increased community presence and brand recognition by consistent engagement with the community. All social media platforms saw a positive trend in the number of community members following and liking the social media pages. The biggest change was on the Instagram page where the number of followers grew by 74 percent.
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Tackled two large impounds from suspected hoarding cases. Staff was able to showcase their expertise and ability to work cooperatively to remove over 200 dogs in one case and over 200 reptiles in another case from unhealthy living situations and into their care.
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Continue to grow the volunteer program to give more opportunities to members of the community to participate in and support OC Animal Care’s life-saving programs.
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Increase outreach opportunities using innovative marketing ideas to help place traditionally long-stay shelter pets and decrease the overall length of stay.
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Increase enrichment and training opportunities for shelter pets by implementing new partnerships and innovative programs such as the volunteer-based Field Trip Program.
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Evaluate and implement procedures to improve efficiency in the Foster Program allowing staff to continue to find new ways to grow and improve the program and expand foster capacity.
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O C C OM M U N I T Y R E S O U R C E S - O C C OM M U N I T Y S E RV I C E S 2019 ACCO M PL I S H M E N T S •
Veterans Service Office ◦ Awarded $49,000 in Mental Health Services Act Funds to the Veterans Service Office/Veterans Legal Institute for legal assistance. These dollars help provide pro bono legal assistance to at-risk, disabled, homeless and low-income veterans, and dependents to eradicate barriers to housing, discharge upgrades, healthcare and mental health issues; therefore, helping to create and establish the foundation to self-sufficiency. ◦ Served 25,965 veterans through the Veterans Service Office and assisted 234 clients at three outstation locations.
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Office on Aging ◦ Had about 1,200 attendees at the 2019 South County Senior Summit Event — a 33 percent increase from 2018. ◦ Increased services provided including home-delivered meals by 3.4 percent, case management by 8.4 percent, legal services by 16.2 percent, and health education workshops by 22 percent compared to 2018. ◦ Increased website sessions by nine percent compared to 2018.
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Community Investment Division ◦ Had over 60,000 people access the Orange County Workforce System which includes Adults, Dislocated Workers, Veterans, Seniors, Young Adults and Welfare-to-Work participants. ◦ Held over 600 trainings at the OC One-Stop Centers. ◦ Held four job fairs and had a total of 1,040 attendees.
2020 G OA L S •
Implement the Veterans Service Office College Fee Waiver (CFW) automated software application.
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Finalize the procurement for all California Department of Aging funded programs for next four-year cycle.
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Introduce an upskill program for adults with jobs that are considered low-income to assist them with education or training programs that enhance their skills to obtain employment at a livable wage or higher.
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O C C OM M U N I T Y R E S O U R C E S - H O U S I N G & C OM M U N I T Y D E V E LO PM E N T & H OM E L E SS PREVENTION 2019 ACCO M PL I S H M E N T S •
Supported the formation of the Orange County Housing Finance Trust (OCHFT) as a joint-powers authority between the County and cities for the purpose of funding housing specifically assisting the homeless population and extremely low-, very low-, and low-income households within the County. To date, 21 cities have joined the OCHFT.
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Completed Community Development activities; two economic development projects rehabilitating two businesses; 17 public facilities and improvement projects improving conditions for about 106,304 people; 11 housing programs with 251 units rehabilitated; and seven public service projects helping about 23,004 people.
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Under the OCCR 2016 PSH NOFA, received requests for 192 project-based vouchers and $5,101,801 in capital funding for seven projects and secured OC Board of Supervisors approval for four of those projects totaling 44 project-based vouchers and $1,871,100 in capital funding. Collectively, these projects will produce an additional 358 affordable housing units.
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Provided rental assistance to over 580 homeless veterans through Orange County Housing Authority in conjunction with support services from the VA Long Beach Health Care System.
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Received 33 additional Mainstream Housing Choice Vouchers ($530,866) to provide rental assistance to non-elderly disabled homeless households.
2020 G OA L S
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Release 2020 Notice of Funding Availability to issue up to $13 million in HOME, Housing Successor Agency and Mental Health Services Act (MHSA) funding and 200 Project-Based Housing Choice Vouchers for the development of supportive housing.
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Release OCHFT Notice of Funding Availability to issue up to $5 million in funding for the development of supportive housing.
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Continue to apply for additional housing and community development funding to expand resources, such as additional housing vouchers, housing and community development activities serving low-income households, seniors, youth and homeless.
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Develop and implement Safe Homes for OC Seniors Rehabilitation Program.
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Update Administrative Plan to prepare for the opening of the waiting list.
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O C C OM M U N I T Y R E S O U R C E S - O C PA R KS 2019 ACCO M PL I S H M E N T S •
Completed new visitor center at Aliso and Wood Canyons Wilderness Park, including restrooms and park staff offices.
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Completed OC Zoo new interim entry plaza, including new restrooms and a ticket booth.
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Completed Interim Recreation and Resource Management Plan for 2014 Irvine Ranch Open Space donation.
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Completed General Development Plan and Resource Management Plan for Peters Canyon Regional Park.
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Completed OC Parks Asset Condition Assessment.
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Provided 10 concerts and 14 movies with an overall estimated attendance of 38,375 people.
2020 G OA L S •
Complete OC Zoo Large Mammal Exhibit.
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Complete construction of Irvine Regional Park drainage improvements.
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Develop 10-Year Capital Improvement Plan.
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Complete Mile Square Regional Park Master Plan.
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Complete final design for Craig Regional Park Bike Facility and Crawford Canyon Park in North Tustin.
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O C C OM M U N I T Y R E S O U R C E S - OC PUBLIC LIBRARIES 2019 ACCO M PL I S H M E N T S •
Opened the state-of-the-art Costa Mesa Donald Dungan Library in Spring 2019. The 22,000-square-foot library is significantly larger and offers two library programming rooms, separate children and teen areas, private study rooms, a video wall and a laptop check-out machine.
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Expanded OC Public Libraries’ Lunch at the Library program to six branches and served over 20,500 free lunches, a 47 percent increase from 2018. This program is a partnership with the California State Library and local school districts, which extends their Free or Reduced Lunch Program into the summer months.
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Launched the Discover & Go Program, which offers library card holders the opportunity to access world-class museums, theaters, aquariums, zoos and science centers by offering low cost to free admission. Partners of note include Mission San Juan Capistrano, Pretend City and the Muckenthaler Center.
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Under OC Public Libraries’ programming, presented world-class authors Gloria Steinem, Dani Shapiro, Tara Conklin, Martha Hall-Kelly, Alan Brennert and Hannah Shaw, among others, to the public to encourage community connections and conversations.
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Launched Freegal, a digital music service, providing community members free access to 15 million songs from 200+ genres.
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Increased community outreach through the award-winning Pop-Up Libraries initiative, in which OC Public Libraries participated in outreach opportunities with a focus on city — and County — sponsored events, along with privately sponsored cultural happenings where resources and services the library offers would be of value to the community.
2020 G OA L S
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Position OC Public Libraries’ Branches as trusted community spaces to our member cites by providing safe, modern facilities, makerspaces for all ages, STEAM programming, laptop kiosks, voting centers and literacy services.
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Create communities of lifelong learners by offering literacy services, which includes family, health, financial, digital and food literacy.
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Connect Orange County communities to their history and culture by collecting, preserving and sharing digital access to unique collections and materials that tell the stories of our local communities and celebrate our common heritage.
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Provide equitable services that are responsive to the cultures, languages, abilities and other diversities through programming and library resources such as materials and programming in multiple languages.
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Partner with County, State and Federal agencies such as Veterans Service Office, Office of Care Coordination, OC Health Care Agency, OC Animal Care, Registrar of Voters, Census Bureau, Department of Education and Workforce Development to reach and engage underserved communities.
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Develop a skilled, diverse workforce whose members engage in continuing education and leadership development opportunities to deliver high quality information services and affect positive change in our communities.
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O C P U B L I C W O R KS 2019 ACCO M PL I S H M E N T S •
Completed over $13.6 million in Capital Improvement Program construction projects, including Edinger Bridge Replacement Project, Live Oak Canyon Road/Trabuco Canyon Road Safety Improvements Project and San Juan Creek Channel Levee Improvements Project.
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Received “A” grades from Heal the Bay for 92 percent of Orange County’s 115 monitored beaches in Summer weather, with Orange County beaches earning 10 spots on the Honor Roll.
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Managed the construction of the new County Administration South building, including the new County Service Center and adjacent County Conference Center.
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Launched new Development Processing Center (permit counter) at the new County Service Center.
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Removed about 36,000 tons of trash, debris and sediment from County roads and flood control channels.
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Created 2019 Point-In-Time Count application for more efficient counting and identification of those experiencing homelessness.
2020 G OA L S •
Increase Customer Service Efficiencies through Technology ◦ Implement an electronic, dynamic asset tracking system to document the performance and regulatory due dates for environmental compensatory mitigation sites by December. ◦ Complete data information/integration of a 2020 Computerized Maintenance Management System implementation plan by end of October. ◦ Create an automated map-checking process for use within Land Management System digital submissions by September.
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Enhance the Built Environment through Infrastructure ◦ Encumber 90 percent of Senate Bill 1 pavement projects by June 30 and complete 90 percent construction by December 31. ◦ County Administration North: Demolish buildings 11, 12 and 14 by June and 100 percent Construction Drawings; Facilities Strategic Plan Phase 2 by July. ◦ Facilitate Capital Improvement Program by awarding 70 percent of FY 2020/21 CIP projects by December. ◦ Encumber funding for 85 percent of FY 2019/20 Maintenance Improvement Projects by June and construct 70 percent of FY 2019/20 by December.
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Improve Quality Control through Process Improvements ◦ Complete multiple fee studies by July 1 (Development Services, Weights & Measures/Point-of-Sale, and utilities rates/ overhead rates). ◦ “Orange to Green” Zoning Code Update to Board of Supervisors by end of April for approval. ◦ Enforce Countywide Service Level Agreement for fleet vehicles to ensure vehicle safety, efficiency and cost savings by December.
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O C WAS T E & R E C YC L I N G 2019 ACCO M PL I S H M E N T S •
Launched a regional response to industry-changing waste legislation (Senate Bill (SB) 1383, and Assembly Bills (AB) 1594 and 1826): ◦ Completed two-year composting pilot programs at all three County landfills, designed to provide insight and firsthand experience needed to initiate full-scale composting operations in response to SB 1383. ◦ Hosted the Countywide Organic Waste Management Legislative Response Workshop, which targeted city managers, public works directors and recycling coordinators. ◦ Significant progress completed in effort to secure permits for the construction of full-scale composting operations at two County landfills, and third operation planning underway.
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Advanced safety culture initiative by completing 91 percent of mandatory safety training agencywide to enhance overall safety and move toward SHARP (Safety and Health Achievement Recognition Program) status.
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Re-energized collaborative discussions with the City of Brea regarding the County’s efforts toward a permit extension for Olinda Alpha Landfill.
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Continued Good Neighbor approach for OCWR’s ongoing operations and future initiatives: ◦ Received approval from CalRecycle for the revised Solid Waste Facility Permit for the Prima Deshecha Landfill to continue operations to 2102. ◦ Completed construction of the last phase of Zone 1 (Phase D) at Prima Deshecha Landfill. ◦ Began permitting process for Zone 4 development at the Prima Deshecha Landfill to allow for simultaneous operations in both Zones 1 and 4. ◦ Implemented localized community relations outreach and responses. ◦ Received three National Association of Counties awards.
2020 G OA L S •
Continue to implement the regional response to legislative mandates in SB 1383, AB 1594 and AB 1826: ◦ Begin building and operations of full-scale, commercial composting operations at County landfills, toward unincorporated area compliance and the County’s contribution to regional organic waste management infrastructure. ◦ Receive grant funding from CalRecycle for construction of organics management facilities.
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Complete permit extension process to continue Olinda Alpha Landfill operations beyond 2021.
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Continue permitting process for Zone 4 development at the Prima Deshecha Landfill to ensure construction begins in 2022.
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Complete construction of Phase VIIIA-1 at the Frank R. Bowerman Landfill.
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Receive grant funding from the Mattress Recycling Council (MRC) to support an MRC mattress recycling program at all three County landfills.
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Develop metal recycling program at all three County landfills.
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Implement strategy for continuation of Franchise Hauler Agreements (expiration in June) to include provisions responding to current legislative mandates.
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P R O B AT I O N D E PA RT M E N T 2019 ACCO M PL I S H M E N T S •
Initiated implementation of new Title 15 revisions that directly impact juvenile facilities. Updated policies and procedures to align with new Title 15 regulations and provided training to staff to implement new requirements.
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Coordinated with CEO, OC Board of Supervisors and the Juvenile Court to operationalize the Probation Department’s juvenile facilities plan.
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Collaborated with other County departments and was awarded a no-cost technical assistance and training grant to participate in the “How Being Trauma-Informed Improves Criminal Justice System Responses Training Program.”
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Initiated the development of a Continuous Quality Improvement framework for Probation Department operations.
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Initiated the establishment of the Probation Victim Services function with the support of a full-time victim services coordinator.
2020 G OA L S •
Review all Probation Facility and Field Supervision Operations to incorporate and implement the County’s Integrated Services Vision Model for 2025.
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Expand of Adult, Transitional Aged Youth and Juvenile Re-Entry programs and services.
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Complete the relocation of the North Orange County Youth Reporting Center. The new center will provide additional reentry services and provide additional opportunities for alternatives to incarceration and community-based treatment.
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Begin construction of the Multipurpose Rehabilitation Center.
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Resume the development of a Continuous Quality Improvement framework for Probation Department operations.
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Continue the expansion and development of the department’s Victim Services function as well as the collaboration with agencies that provide direct victim support services.
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PUBLIC DEFENDER 2019 ACCO M PL I S H M E N T S •
Honored as the Law Office of the Year by the Constitutional Rights Foundation Mock Trial awards.
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Celebrated 75th anniversary with a resolution from the Orange County Board of Supervisors.
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Expanded the pilot program for body-worn cameras to include nine additional law enforcement agencies for a total of 13 agencies. By continuing to partner with the District Attorney’s Office, Public Defender will utilize Evidence.Com as a costeffective method of cloud-based storage, processing and viewing discovery.
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In September, moved its headquarters and over 150 employees to 801 Civic Center Drive, Santa Ana.
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In September, added an immigration attorney to its team. This in-house expert advises attorneys on immigration matters, updates attorneys on relevant developments in immigration law, provides trainings and uses innovative strategies to mitigate immigration consequences.
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In April, Working Wardrobes awarded Public Defender the Golden Hanger award. Public Defender far exceeded the 1,000 pieces required for the Golden Hanger.
2020 G OA L S
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Advocate for all clients in the Criminal and Delinquency Courts of Orange County.
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Advocate for the parental rights in Dependency Cases and protect the rights of individuals in the Mental Health Courts of Orange County.
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Utilize recidivism reduction advisors to reduce the costs associated with repetitive crimes and incarceration.
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Continue to collaborate with the District Attorney’s Office to modernize the wireless network in the courtrooms. This modernization will increase efficiency by allowing both agencies the sufficient bandwidths to stream e-discovery videos such as body cameras, surveillance videos and dash cameras from within the courtrooms.
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R E G I S T R A R O F VO T E R S 2019 ACCO M PL I S H M E N T S •
Secured new voting equipment including machines, electronic pollbooks, etc. that meet current standards and guidelines to conduct elections through the vote center model.
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Obtained and configured countywide radio system to allow communication clarity and service to support operations.
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Conducted two special elections without major problems nor incidents for the March 12 Third District Supervisorial Vacancy Election and November 5 General District Election.
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Hosted 40+ public meetings to solicit community feedback on vote centers.
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Designed ballot drop boxes and secured sites to begin installation.
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Implemented hard launch of reconfigured Printing & Graphics division; expand services and client base.
2020 G OA L S •
Implementation of 2020 presidential elections without major problems and incidents through the vote center model with mail ballots to 1.6 million voters, vote centers and ballot drop boxes.
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Continue federal and state partnerships to protect Orange County election systems against vulnerabilities.
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Successful marketing campaign to inform voters of the vote center model, including PSAs, educational materials, marketing kits, Speakers Bureau, 150+ community events, 20+ voting demonstrations, etc.
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Deploy new voting equipment, remote accessible vote-by-mail, and video conferencing to enhance the voter experience.
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Administer risk-limiting audits in lieu of the manual one percent tally as a post-election audit.
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Develop a Command Center that allows a comprehensive view of election operations with real-time updates.
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SHERIFF -CORONER 2019 ACCO M PL I S H M E N T S •
Initiated significant reforms in the Orange County Jail system. Reforms include: implementation of a new classification system; beginning of the process to create three new behavioral health housing modules; creation of partnerships to improve re-entry programs; created new housing unit for military veterans; and ended late-night release of inmates from custody.
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Enhanced school safety efforts by expanding the School Mobile Assessment Resources Team. Additionally led multiple stakeholders in creating the Orange County School Threat Assessment Team (OCSTAT). OCSTAT provides an opportunity for law enforcement, criminal justice partners and educators to better communicate and address shared threats.
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Continued the efforts of the Orange County Sheriff’s Department Homeless Outreach Team to mitigate the impacts of homeless encampments and provide a connection to services for those individuals willing to accept help.
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Revised the Orange County Operational Area Agreement, which provides the framework for the coordination of emergency management activities. First created in 1995, the agreement was revised to better reflect current best practices.
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Increased outreach to the faith community by continuing the Sheriff’s Interfaith Advisory Council and hosting three countywide events to assist faith leaders in enhancing security at houses of worship.
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Maintain low violent crime rates and reduce property crime.
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Continue to address homelessness within Orange County through the work of the Orange County Sheriff’s Department Homeless Outreach Team.
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Complete construction of a majority of the behavioral health housing modules and create a specialized housing unit for emerging adults (age 18-25) at the Orange County Jail.
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Begin the process to implement the use of body-worn cameras by Orange County Sheriff’s deputies.
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Expand and upgrade drug education efforts for youth and their parents.
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Create a real-time crime center to better analyze and prevent threats to community safety.
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S O C I A L S E RV I C E S AG E N C Y 2019 ACCO M PL I S H M E N T S •
Placed 1,052 children in family-based care with caregivers who are related/have a personal connection to the children, in alignment with Child Welfare Continuum of Care Reform and help the Orangewood Children and Family Center reduce youth stays as a 10-day temporary shelter.
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Implemented a new state policy in June that allows recipients of Supplemental Security Income/State Supplementary Payments (SSI/SSP) to be eligible for CalFresh benefits. Since May, SSA has received nearly 16,700 CalFresh applications for households that include an SSI/SSP recipient, with an 82 percent approval rate for CalFresh benefits.
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Successfully expanded the Restaurant Meals Program (RMP) countywide. RMP allows elderly, disabled and homeless CalFresh recipients to use their Electronic Benefit Transfer cards to buy prepared meals from participating restaurants. Over 95 restaurants participate, representing about 70,000 RMP-linked EBT transactions and totaling over $1.1 million in redemptions.
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Significantly expanded the number of homeless families served by the CalWORKs Housing Support Program, from 66 in FY 2017-18 to 99 in FY 2018-19. Of the families assisted with housing support services, 71 were successfully placed into permanent, stable housing, representing a 45 percent increase over the previous year.
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Transformed the existing CalWORKs program model to CalWORKs 2.0, a statewide effort to assist California’s most vulnerable families. This new, whole-family tailored approach is designed to better assist families in achieving self-sufficiency through collaborative goal-setting and greater, more active engagement by families in the program.
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Delivered a comprehensive suite of professional development and engagement programs designed to increase employee satisfaction, enhance productivity, encourage succession planning and promote the agency’s reputation as a County employer of choice. Offerings include: robust leadership training, mentorship, a multi-cultural advisory committee, career and educational advisory programs and employee engagement campaign.
2020 G OA L S •
Implement Foster Family Agency (FFA) services at the Tustin Family Campus and Temporary Evaluation Community Homes (TECH) to help place more dependent children in familial settings with approved resource families. This initiative will help divert youth from entering into/remaining longer than 10 days at the Orangewood Children and Family Center.
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Collaborate with the 15 local Family Resource Centers (FRCs) through our Families and Communities Together platform on the Warm Hand Off pilot initiative. Staff and interns will provide a direct connection for high-risk families who are subjects of child abuse reports to a local FRC to access prevention/intervention services.
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Participate in the mandated California CalWORKs Outcomes and Accountability Review (Cal-OAR) three-year implementation plan. A local, data-driven program management system that facilitates continued improvement of county CalWORKs programs, Cal-OAR collects, analyzes outcomes/best practices and reviews client engagement, addressing “How are we doing?” and “Where can we do better?”
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Streamline and enhance the agency’s outreach function and processes to provide greater accessibility and responsiveness and continue to meet the needs of our community, especially with hard to reach populations.
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Implement Electronic Visit Verification (EVV), for Medicaid-funded personal care services by January. Provider timesheets will be processed through a state developed EVV portal and Medicaid recipients, and will be required to verify timesheet information online or via telephone. The new process will ensure greater accuracy and timeliness in payments.
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Continue to expand the footprint of the Restaurant Meals Program across the county to increase food options for elderly, disabled and homeless CalFresh recipients.
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T R E AS U R E R - TA X C O L L E C T O R 2019 ACCO M PL I S H M E N T S •
Protected the safety of the public funds entrusted to the Treasurer with no investment losses.
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Canceled the property tax auction for the second straight year.
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Rolled out the new award-winning Mello application that identifies properties with Mello Roos and PACE on a GIS map at mello.ocgov.com.
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Billed a record $7.2 billion in secured property taxes.
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Increased use of electronic payments, especially of eCheck, the most cost-effective way for the County to process payments.
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Reported zero compliance exceptions for all public funds.
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Moved to County Administration South and began serving taxpayers in the new Customer Service Center.
2020 G OA L S
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Protect the safety of the public funds entrusted to the Treasurer with no investment losses.
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Report no investment compliance exceptions to the Investment Policy Statement.
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Continue to increase electronic payments by taxpayers to increase division cost efficiency.
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Restructure the pooled funds to streamline operations in the Treasury and Investment divisions.
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Add under unclaimed funds online a list of uncashed property tax checks.
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Complete upgrade of investment accounting software.
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