During 1999, we were engaged to analyze past, current, and anticipated future expenditures for trial court operations for seventeen targeted countywide trial court systems, plus the Los Angeles Superior Court. As a part of the assessment, site visits were conducted to each targeted trial court system to assure development of a sufficient understanding of linkages between trial court operations, expenditures, and funding requirements. The primary focus of the assessment was on identifying the magnitude and causes of any funding deficiencies in the current or next fiscal years. We were subsequently engaged to perform an in-depth assessment of fiscal issues involving the Orange County Trial Courts. Results of the assessment were used to adjust their baseline budget and to provide supplemental one-time funding to offset a prior year funding deficiency. Additionally, we were engaged to assess security services and associated costs of the Santa Clara County Trial Courts.
Services Performed: Budgeting and Accounting
During 1999, we were engaged to identify and assess the magnitude and causes of a multi-million dollar statewide trial court revenue deficiency that emerged following enactment of A.B. 233. As a part of the assessment, about a dozen trial courts were surveyed through a combination of on-site and telephone interview processes.
Services Performed: Budgeting and Accounting
During 1986, we completed an assessment of the Department of Corrections' personnel office operations and associated personnel processes at headquarters and each of the CDC's correctional institutions. At the time, CDC personnel offices were staffed by a total of approximately 160 employees. The engagement required (1) development of more effective and efficient work processes, (2) assessment of workflow, facilities, equipment, and information systems support, and (3) determination of staffing requirements. Results of the assessment were used to support the need to change the status of approximately 40 filled and unfilled positions from limited-term to permanent.
Services Performed: Workload and Staffing Analysis, Business Process Reengineering
During 1986, we were engaged to assess the feasibility of establishing workload standards and an associated project workload planning, scheduling, and reporting system for the Planning, Resource Projection, and Development Programs. The study scope included evaluation of the extent to which the Department's existing Program Management System (PMS) could be incorporated into an ongoing system for workload management. The PMS was used by the Department to schedule several hundred capital outlay projects included in the Multi-Year Capital Outlay Program (MYCOP). Finally, we determined the requirements of an integrated system to perform project and person-year scheduling, and project and program status and accounting functions.
Services Performed: Workload and Staffing Analysis
During 1986, we were engaged to develop workload measures and staffing standards for Correctional Counselors at each of the CDC's correctional institutions. Alternative methods, procedures, and practices, including opportunities for increased automation, were assessed. The study included development of recommendations for improved Correctional Counselor operations, including assessment of issues such as training and retention.
Services Performed: Workload and Staffing Analysis, Business Process Reengineering