📋
Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Recommendations 9
-
R1Page 234COUNTY AND CITY OVERSIGHT
-
R2Page 234STAFF INCREASE A careful evaluation should be done by LAHSA to identify the numbers and types of
-
R4Page 234ADMINISTRATIVE ADDITION A Director of Operations position should be created and filled by LAHSA. This position to have direction over both the Fiscal and the Contract Departments. This will enhance their
-
R5Page 235CHIEF FINANCIAL OFFICER
-
R7Page 235REVIEW OF STRINGENT FUND REQUEST ACCOUNTING
-
R8Page 235LAHSA CONTRACTOR MONITORING SECTION
-
R9Page 235CENTRALIZED PROCESS FOR EXTERNAL AGENCY MONITORING REPORTS A centralized process should be developed by LAHSA to manage and follow up on external agency reports to LAHSA. These external monitoring findings and recommendations should be integrated into the LAHSA management process.
-
R10Page 235IMPLEMENT THE HOMELESS MANAGEMENT INFORMATION SYSTEM This system has not been able to be properly implemented by LAHSA because of its
-
R11Page 235Until the time it can effectively audit the effectiveness of major contractors with its own designated staff, LAHSA should seek budget approval to hire an audit firm to perform this task