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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.
⚠️ 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 309
The 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.
F2
Page 309
The 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 293 City Department and Agency Strategic Planning Findings: • Many City of Los Angeles departments and agencies have initiated the development of strategic plans. Many of these strategic plans have provided needed direction, focused the organization on key issues, and resulted in improved service delivery. • The City of Los Angeles has not developed nor implemented an approach or model for City departments and agencies to use in developing and implementing strategic plans. • The City of Los Angeles has implemented the LA-STAT system as a mechanism for tracking and reporting the performance of City departments and agencies. Many of the performance indicators reported in the LA-STAT system are not reporting on the results or outcomes of City operations and efforts. Most report on workload, or operational characteristics. • The LA-STAT performance measurement system is not effective at communicating to constituents and clients or employees what the City departments and agencies are providing or accomplishing, or in identifying areas in need of management attention and change.
F3
Page 310
The 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.
F4
Page 310
The 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.
F5
Page 310
The 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.
F6
Page 310
The 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. Departments and agencies should define a manageable set of key performance indicators that are directly related to strategic visions, goals, or objectives.
F7
Page 310
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. 294 2005-2006 County of Los Angeles Civil Grand Jury HOW TO RESPOND TO
Recommendations 7
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R1Page 305The 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.
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R2Page 305The 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 293 City Department and Agency Strategic Planning
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R3Page 306The 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 306The 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 306The 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 306The 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. 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 306City 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. 294 2005-2006 County of Los Angeles Civil Grand Jury HOW TO RESPOND TO RECOMMENDATIONS 2005 – 2006 County of Los Angeles Civil Grand Jury 295 296 2005-2006 County of Los Angeles Civil Grand Jury