During 2000, we were engaged to provide assistance in identifying and assessing what services the ACO was providing to the State's trial courts, and what new services were needed. Additionally, we provided assistance in identifying and assessing a broad range related strategic, policy, and organizational issues and concerns. The AOC's Executive Management Team used results of the assessment as a foundation for subsequent strategic and business planning efforts.
Services Performed: Program Planning and Evaluation
During 2000, we were engaged to identify and assess alternative approaches to capturing information regarding contract awards and actual levels of small and disabled veteran business enterprise participation in State contracting. Initial efforts focused on profiling the multiplicity of systems and practices currently utilized by California State Government agencies and departments to capture and report this information on a quarterly basis using two separate reports for small and disabled veteran business enterprises. Results of the initial assessment identified a need to immediately overhaul the current manual reporting process in an effort to streamline, simplify, standardize, and substantially improve the quality of reported information. Subsequently, we provided assistance in developing and implementing a new, integrated one-page report for both small and disabled veteran business enterprise participation reporting. Also, the frequency of reporting was reduced. Only mid-year and end-of-year reports are now required to be prepared.
Additionally, we provided assistance to the Department of General Services in initiating development of a prototype automated contract award reporting and data warehouse system that could potentially be used by all State departments. Such a system could eliminate the need for periodic participation reporting.
Services Performed: Program Planning and Evaluation
During 1987, we completed an assessment of real estate licensee practices in connection with marketing of REO (real estate owned/foreclosed) properties. Major study tasks included conduct of a comprehensive literature search on the subject of marketing REOs and preparation of a bibliography and abstracts of this information, (2) preparation of a five-year projection of California REO supplies by lending institution, property type, and location, and (3) conduct of structured interviews across the state with lender/owners, real estate licensees, REO investors, sponsors of public foreclosure seminars, auctioneers, and industry-related associations.
Services Performed: Program Planning and Evaluation
During 1987, we completed an evaluation to determine whether the DRE's Continuing Education Program for Real Estate Licensees should be continued and, if continued, what changes (if any) to the statutes and regulations governing the Program are necessary to improve the Program's effectiveness. Major study tasks included development, administration, compilation, and analysis of surveys administered to: (1) a random sample of over 1,300 current and former real estate licensees, (2) over 200 sponsors of continuing education courses, (3) over 100 real estate industry organizations (e.g., banks, savings and loans, title and escrow companies, professional associations), and (4) ten other states with comparable Real Estate Licensee Continuing Education Programs.
Services Performed: Program Planning and Evaluation
During 1988, we completed an assessment of Caltrans' engineering organization and position classification system. Assessment efforts focused on (1) defining the most effective and efficient way of organizing engineering functions and personnel within Caltrans, and (2) defining lead worker responsibilities and classifications, journey level responsibilities and classifications, and the first level of supervision, levels and situations requiring registration, the role and importance of engineering technicians, and how best to achieve sufficient levels of registration. As part of this assessment, over 2,000 of Caltrans' 5,000 engineers and engineering technicians were surveyed regarding their position duties and responsibilities. Also Caltrans' engineering organizational structure and position classification system was compared with that of (1) other California State Government agencies, and (2) transportation departments in other large states. Recommendations were developed for a new classification structure which would separate professional engineers from technical support personnel.
As an extension of this engagement, we were retained to complete a similar assessment of centralized drafting processes, and associated organizational structures, reporting relationships, and position classifications. About 300 positions were included in the scope of the study. Staffing processes at the time were undergoing radical change as a result of the introduction of state-of-the-art computer-assisted highway design and drafting systems and equipment.
Services Performed: Organizational Alignment and Restructuring, Workload and Staffing Analysis