El Dorado County Grand Jury • 2013-2014 • Agency Response
Response to: Sheriff’s Vehicle Abatement Program Is Necessary, But Needs New Rules(PDF, 794KB)

El Dorado County Grand Jury 2013-2014 Past Animal Control Facility Mistakes Have Prompted a Better Real Estate

Published: May 09, 2006 6 pages
Ver PDF original

Note: Missing finding numbers detected: F4, F5, F6, F7, F8, F9, F10, F11, F12, F13, F14, F15, F16, F17, F18, F19, F20, F21, F22, F23, F24, F25, F26, F27, F28, F29, F30, F31, F32, F33, F34, F35, F36, F37, F38, F39, F40, F41, F42, F43, F44, F45, F46, F47, F48, F49, F50, F51, F52, F53, F54, F55, F56, F57, F58, F59, F60, F61, F62, F63, F64, F65, F66, F67, F68, F69, F70, F71, F72, F73, F74, F75, F76, F77, F78, F79, F80, F81, F82, F83, F84, F85, F86, F87, F88, F89, F90, F91, F92, F93, F94, F95, F96, F97, F98, F99, F100, F101, F102, F103, F104, F105, F106, F107, F108, F109, F110, F111, F112, F113, F114, F115, F116, F117, F118, F119, F120, F121, F122, F123, F124, F125, F126, F127, F128, F129, F130, F131, F132, F133, F134, F135, F136, F137, F138, F139, F140, F141, F142, F143, F144, F145, F146, F147, F148, F149, F150, F151, F152, F153, F154, F155, F156, F157, F158, F159, F160, F161, F162, F163, F164, F165, F166, F167, F168, F169, F170, F171, F172, F173, F174, F175, F176, F177, F178, F179, F180, 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F2010

Findings and Recommendations 4 findings

F1 Page 3
The Facilities Division has created a draft of new procedures (attachment B). The two key changes to past practices are: the inclusion of all appropriate county functions in the purchase or leasing decision making process, and 2. The option to selectively use outside real estate professionals in the research and negotiation process of leases or purchases. The process of selecting the new Diamond Springs animal shelter site included input and sign-off from all affected departments: Health & Human Services, County Counsel, Procurement and Contracts as well as the BOS. The county used an experienced professional real estate broker with an abundance of resources and market data that added value to the process by providing appropriate site options, assistance in vetting those options and support in negotiating the purchase contract. The use of an outside real estate broker has met with some negative public comment. The Grand Jury reviewed the most current 2 years of lease and purchase projects. Of those 27 projects, four have utilized the services of a real estate broker. One individual has been used for all four projects. The total value of those four projects was $8,599,458 dollars; the total net brokerage paid was $235,020 dollars. As is typical in commercial real estate, these payments were paid by the seller or landlord. These payments represented a commission rate of 2.73% (attachment C). The Facilities Division and the Facilities Investment Team has brought focus and professionalism to the county’s acquisition, leasing and maintenance process. Some recent examples are as follows: • A new animal shelter on schedule and on budget at $5,700,000 dollars • Renegotiated older leases at a savings to the county of over $5,000,000 dollars spread over 3 to 10 years • Better utilization of county owned buildings allowing departments to be moved from leased space to county owned space at a savings to the county of $131,000 dollars annually. • Performed a complete asset condition audit and provided a prioritized deferred maintenance plan. Findings 1. Between Environmental Impact Reports, Architectural Studies and the extended leasing of the temporary facilities in Placerville, the Shinn Ranch site decision cost the county hundreds of thousands of dollars which cannot be recovered. Response: The respondent agrees with the finding.
Related Recommendations (1)
R1
The Grand Jury recommends the Facilities Investment Team concept be kept active, but reviewed by the CAO on a regular basis for its effectiveness. Response: The recommendation has been implemented. The CAO will continue to work to keep the Facility Investment Team active in helping to guide strategy, direction and priorities in the Facility Division. Their findings and recommendations will be brought back to the Board of Supervisors when there are significant transactions or the need for policy decisions.
F2 Page 4
The County has taken steps towards an improved leasing and acquisition process by involving qualified professionals and clear written procedures. Response: The respondent agrees with the finding.
Related Recommendations (1)
R2
Page 1
Although we found no evidence of improprieties, the same individual was used in each of the four projects where a real estate broker was utilized. We recommend that the CAO and Facilities Investment Team review the procedures and criteria for contracting with a real estate broker and propose an appropriate policy. This recommendation should ensure that the selection and decision process is competitive and transparent. Response: The recommendation will not be implemented because it is not warranted. For non-public works projects or services for which there are no conflicting state or federal requirements, contracting out is mainly governed by California Government Code, the El Dorado County Charter, and County Ordinance Code and Policies. Government Code authorizes counties that employ purchasing agents to contract for services without soliciting bids. The County Charter requires that certain findings be made prior to contracting out. There is no requirement for a competitive bid process for consulting services under California Government Code or under County ordinance and policy; however, when deemed appropriate the County may opt to solicit proposals for such services. The process for soliciting proposals for services is in Board of Supervisors Policy C-17.
F3 Page 5
The Grand Jury concurs with the creation of the Facilities Investment Team as an advisory body for the facilities function. Response: The respondent agrees with the finding.
Related Recommendations (1)
R3
Page 2
The Grand Jury recommends the draft regarding Facilities Division Procedures be formalized by the CAO and then presented to the BOS for adoption. Response: The recommendation will not be implemented because it is not warranted. The County is in the process of reviewing all current ordinances and policies. The Board has directed that ordinances and policies be streamlined, and no more restrictive than State or Federal law. While the Facilities Division of the Chief
F2011 Page 3
The CAO created a cross-functional advisory team in the first quarter of 2012 to help guide strategy, direction and priorities in the facilities division. This diverse team, referred to as the Facilities Investment Team, includes two County Supervisors, the CAO, the Assistant CAO, the County Surveyor, the County Assessor, the County Recorder-Clerk, the Chief Budget Officer, the County Sheriff and the Facilities Division Manager. Its mission statement is “The management and safeguarding of the significant investments in our county facilities, parks and trails. Anticipating the needs of the county in order to provide for uninterrupted services to members of our community. Providing services to departments and visitors that assist with their efficient operations and providing a positive and welcoming environment.” The role of this team continues to evolve and its members may change over time at the discretion of the CAO.
No recommendations for this finding