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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.
Los Angeles County Grand Jury
• 2005-2006
Strategic Planning in the City of LOS Angeles
⚠️ 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.
Findings 7 findings
F1
Page 288
Making Los Angeles the safest big City in America
F2
Ensuring neighborhoods are good places to live 2005 – 2006 County of Los Angeles Civil Grand Jury 273
F3
Page 289
Getting where I want to go safely and reliably
F4
Page 289
Creating quality jobs, developing a competitive workforce, and enhancing Los Angeles’s business climate
F5
Page 289
Improving the quality, quantity, and affordability of housing in Los Angeles
F6
Page 289
Supporting a Los Angeles City government that works better and costs less The City’s budget summary was organized around these priorities, and presented information on City services across organizational lines that supported these priorities. The budget summary also presented a series of strategies for each priority. For example, the strategies to support the priority of making Los Angeles the safest big City in America were: • Reduce crime in Los Angeles by providing proactive crime prevention programs • Provide timely and appropriate emergency response • Save lives by preparing Los Angeles for natural disaster or terrorist incident • Provide a safe and clean neighborhood environment A particular strength of this effort was the use of Neighborhood Councils to identify service priorities for City government. Representatives of the Neighborhood Councils were surveyed regarding the priority of City services. These survey results were used in developing the Mayor’s Office service priorities.
F7
Page 296
City of Los Angeles departments and agencies should identify best practices, develop clear and concise performance reports, with easy to read and understand graphics and charts, demonstrating the impact of department and agency programs and activities. These reports should be provided to constituent groups and employees, and should be used to share and celebrate successes, and to identify and communicate areas where additional focus and change is required. 2005 – 2006 County of Los Angeles Civil Grand Jury 295 HOW TO RESPOND TO
Recommendations 7
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R1Page 292The Mayor’s Office should develop a City-Wide strategic plan to provide an overall vision for the community, establish priorities for City government, and provide a framework for City department and agency strategic planning and operations. REPORTING PROGRESS ON CITY-WIDE ISSUES
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R2Page 292The Mayor’s Office should develop an annual “State of the City” or performance report that focuses on City government’s accomplishments, key outcome information, and progress toward the City’s strategic vision, goals, or objectives. 2005 – 2006 County of Los Angeles Civil Grand Jury 277 CITY DEPARTMENT AND AGENCY STRATEGIC PLANNING In addition to a City-wide strategic plan, it is important that individual City departments and agencies use strategic plans to help define and focus each organization’s priorities and operations. Ideally, these strategic plans would be consistent with the framework established by a City-wide strategic plan.
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R3Page 294The Mayor’s Office should develop a consistent approach or model, with the assistance of the City Administrative Office, for City departments and agencies to use in developing and implementing strategic plans.
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R4Page 294The Mayor’s Office should establish a steering committee or guiding coalition of City executive management personnel to develop and oversee the implementation of an approach or model for City departments and agencies to follow in developing and implementing strategic plans.
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R5Page 295The Mayor’s Office should conduct an annual strategic planning conference for City departments and agencies to share and coordinate their strategic planning information and successes.
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R6Page 296The Mayor’s Office, with the assistance of the City Administrative Office, should clearly define the categories of performance indicators to be used by City departments and agencies. City of Los Angeles departments and agencies should define a manageable set of key performance indicators that are directly related to strategic visions, goals, or objectives.
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R7Page 296City of Los Angeles departments and agencies should identify best practices, develop clear and concise performance reports, with easy to read and understand graphics and charts, demonstrating the impact of department and agency programs and activities. These reports should be provided to constituent groups and employees, and should be used to share and celebrate successes, and to identify and communicate areas where additional focus and change is required.