During 1990, we completed an assessment of the organization, operations, and staffing of the Board's Licensing, Enforcement, and Administration Programs. At the time, the Board was staffed by an Executive Officer and several support staff located at a central office in Sacramento. The study was authorized because of concerns about continuing problems staff were having absorbing a growing workload and additional programmatic responsibilities. Major tasks included (1) a review of current operations and procedures, (2) development of a comprehensive list of clearly defined tasks and activities performed, (3) collection of detailed data on workload, workflow, and staffing, (4) development of standards for determining staffing requirements and monitoring workload and employee productivity, and (5) development of recommendations for staffing and process improvements. Organizational structure, methods, procedures, workflow, equipment, and staffing issues were addressed.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis
During 1990, we completed an assessment of the workers' compensation claims adjudication and other related business processes within the DIR's Division of Workers Compensation. The Division has 30 field offices and a number of interrelated Headquarters support operations. Authorized staffing for the Division consisted of more than 1,200 positions in more than thirty (30) different professional, para-professional, and clerical support position classifications. The assessment was mandated by the Legislature as part of a major Workers Compensation System reform legislative package. In addition to developing workload standards and determining Division staffing requirements, we performed an assessment of organizational structures and reporting relationships, workflow and procedures, and an analysis of the advantages and disadvantages of centralizing/decentralizing functions performed. The assessment also encompassed identification and evaluation of alternative approaches for reducing backlogs and improving service levels.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1991, we completed an assessment of all enforcement-related processes and positions within the Division's headquarters, 4 regional offices, 36 field offices, and 16 enforcement shops. Authorized staffing consisted of more than 500 positions in more than 20 position classifications. In addition to developing workload standards and determining staffing requirements, the assessment included (1) a review of organizational structures and reporting relationships, workflow, and procedures, and (2) development of recommendations for process improvements.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1991, we completed an assessment of rideshare-related business processes at Caltrans' five largest Rideshare Contractors (located in Sacramento, San Francisco, Los Angeles, Orange County, and San Diego). Staffing levels at each organization ranged from about 40 to more than 100 positions. Services provided by the contractors encompassed a full spectrum of traffic demand management programs from matching of commuters with car pools to making presentations to employees and otherwise assisting employers develop and implement programs designed to reduce the number of single-occupant vehicles traveling on the state's roadways. As part of the assessment, several thousand rideshare contractor customers were surveyed to obtain input regarding their needs and requirements, and their evaluation of contractor performance. Customer focus groups in each metropolitan area also were conducted. Organizational, staffing, service delivery, effectiveness, and customer service issues were addressed.
Services Performed: Program Planning and Evaluation, Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1993, we performed an assessment of the effectiveness of the DTSC's implementation of the Hazardous Waste Source Reduction and Management Review Act of 1989, including statutes and regulations governing the program, processes used to reduce generation of hazardous waste, and performance in terms of achieving a net reduction in hazardous waste generation. As part of the assessment, a major statewide mail survey was developed and disseminated to more than 2,000 generators to obtain customer input regarding the Department's performance. Also, interviews and telephone surveys of customers and other stakeholders were performed.
Services Performed: Program Planning and Evaluation