During 1999, we completed an analysis of workload and staffing requirements for the Criminal Justice Specialist I classification. These positions are responsible for program and administrative oversight of nearly 1,000 active grant-funded projects operated by city, county, state, and non-profit agencies in California, involving over $200 million. The project required the development of new workload data that had not previously been available. Additionally, a model was developed to forecast staffing requirements for new grant programs when they are authorized by the Legislature.
Services Performed: Workload and Staffing Analysis, Business Process Reengineering, Budgeting and Accounting
During 1999, we were engaged to enhance CalPERS' actuarial service product and service delivery capabilities. The project scope encompassed organizational, business process, and staffing issues, and enabling information technology support. We first develop a detailed profile of "Current State" actuarial service business processes, products, services, and staffing. Following this, a series of public agency focus groups was conducted to identify their needs and requirements related to actuarial services. A range of alternative "Future State" business, organizational, and staffing models was identified that could enhance CalPERS' actuarial services product and service delivery capabilities. For each model, a detailed workload and associated analysis of staffing requirements was completed. We also assisted with assessment of the alternatives. Results of the assessment were used to reorganize the Actuarial Services Unit and to adjust staffing levels.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis, Business Process Reengineering
During 1986, we completed an assessment of the current status of operations and current and future financial strength of a CEC-funded, commercial scale, fuel grade ethanol production operation. The purpose of conducting the assessment was to identify alternative strategies for the CEC to consider which would result in final disposition of outstanding issues between the CEC and the project proponent concerning repayment of approximately $900,000 in State funds.
Services Performed: Budgeting and Accounting
During 1999, we were engaged to facilitate the efforts of a 25-person Budget Allocation Work Group in developing and evaluating alternative approaches to assessing current capabilities and future funding needs of each of the State's 58 trial court systems. The Work Group was comprised of a mix of Superior Court Judges, Trial Court Executive Officers, and Trial Court Chief Financial Officers from small, medium, and large jurisdictions. Initial efforts focused on identification and assessment of inequities and other problems associated with the AOC's current budget allocation process, and the goals and objectives to be achieved with a new process. Following this, we provided assistance in identifying and evaluating alternative approaches to comparing current operating capabilities and determining the funding needs of the various trial court systems, and allocating supplemental funding to address these needs. Separate models were developed for the courts' Criminal, Civil, Family and Children, and Traffic Programs.
Services Performed: Budgeting and Accounting
During 1999, we were engaged to provide assistance in developing a summary level monthly budget monitoring and expenditure reporting form and accompanying procedure for use by the trial courts.
Services Performed: Budgeting and Accounting