County Manager's Office/Clerk of the Board:
County Management (1210P)

Program Outcome Statement

The County Manager/ Clerk of the Board leads San Mateo County's efforts to fulfill the Board of Supervisors' vision of a healthy, safe, livable, prosperous, environmentally conscious and collaborative community. The County Manager's Office strives to increase customer satisfaction and achieve performance goals for County services.

Program Services

  • County Management

Overview

County Management provides leadership and direction to achieve the Board's and community's shared vision for a healthy and safe, livable, prosperous, environmentally conscious and collaborative community by the year 2025. Major responsibilities include overseeing the preparation and administration of the County budget and legislative program, as well as communications and civic engagement efforts; managing performance; leading multi-departmental and Countywide initiatives; and coordinating the activities of County departments. The unit oversees County Manager/ Clerk of the Board functions and supports operating departments.
The County was able to maintain the highest credit ratings through its proactive fiscal management practices. Actions to address unfunded pension liabilities and infrastructure needs, improve revenue base and create a more agile organization by implementing a variety of work delivery options will contribute to long-term sustainability. Preparation of a two-year budget creates time to improve performance through cross-departmental initiatives and in-depth program reviews. Other major accomplishments include successfully securing a favorable funding formula for public safety realignment and advocating for $6 million to address insufficient ERAF. Protecting local revenues continues to be a priority along with securing state funds for Maple Street Correctional Center. Reaching out to an increasingly diverse and digital population presents opportunities to increase civic engagement and provide more online services. Priorities include expanding the use of social media and online interactive tools to open government, developing a cohesive identity for the County, leading messaging and media relations efforts, and improving communications during emergencies.

Percent of Countywide Customer Survey Respondents Rating Services Good or Better Above Target

Percent of Countywide Performance Measures Meeting Target


Issuer Credit Rating from Moody's and Standard & Poors Remains at Target (Aaa/AAA)

Story Behind Performance

Percent of Customer Survey Respondents Rating Services as Good or Better

Countywide, 90% of customers responding to customer satisfaction surveys rated County services as Good or Better in FY 2014-15. The County expects to meet or exceed this number in FY 2015-16.

Percent of Countywide Outcome, Productivity and Benchmarks Meeting Target

Countywide, 75% of program performance targets were met in FY 2014-15. The County expects to exceed this measure in FY 2015-16.

Issuer Credit Rating from Moody's and Standard & Poors

The County again earned the credit rating of Aaa/AAA from Moody's and Standard and Poors.

Future Priorities

Working with Departments and community partners to achieve the County's 2020 goals to:
  • End homelessness
  • Ensure that all foster children graduate from high school or its equivalent and complete two years of college or vocational training
  • Improve school reading scores so that 80% of 3rd graders are reading at grade level
Author: Heather Ledesma, Principal Analyst     Contact Email: hledesma@smcgov.org     Date Created: 01/20/2016