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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations
5 findings
As the city's budget has grown and become more complex, the Office of the Mayor encounters oversight constraints......31
Related Recommendations (1)
1 The Office of the Mayor shall establish a task force to examine how to improve budget oversight and manage the executive branch more effectively
The role and responsibilities of the City Administrator need to be more clearly defined....................................
Related Recommendations (1)
1 By June 30, 2025, the Board of Supervisors shall introduce an ordinance that clarifies the description of the City Administrator's role, along with reporting relationships between the Mayor, the Board of Supervisors, and other city entities with consideration for budget oversight responsibilities.
City legislation is not formally assessed for its costs and benefits, which can result in inefficient or unwarranted spending of city funds.......32
Related Recommendations (1)
1 By December 17, 2024, the Mayor, in consultation with the Controller and the City Administrator, shall introduce an ordinance requiring a disclosure of expected costs and benefits associated with all legislative proposals that exceeds a minimum cost threshold. This disclosure shall take place prior to seeking first passage by the Board of Supervisors.
Departmental objectives and funding incentivize siloing, which impedes the effective delivery of city services......32
Related Recommendations (1)
1 By December 31, 2024, the Controller, in their role as City Services Auditor, shall request information from the top ten funded city departments (as presented in Figure 1) to determine 1) how their operating structures and funding requirements constrain the city in its delivery of programs, activities, and services and 2) approaches for better coordination among other components of city government. The assessment shall address with specificity opportunities for 1) organizational reform, 2) cooperative funding models and 3) information Lifting the Fog: On Budgets, Civic Innovation, Silos and More sharing approaches that will incentivize these departments to work more collaboratively and effectively with each other and with other parts of city government. This process shall result in the publication of a public report for the Mayor and the Board of Supervisors, to be completed
Incomplete and inconsistent organization charts do not adequately portray the structure of San Francisco city government...................................
Related Recommendations (1)
1 By December 31, 2024, the Controller, in consultation with the Mayor and the City Administrator, shall provide a comprehensive and up-to-date city organization chart for inclusion in the Annual Comprehensive Financial Report that presents and shows the relationship between Charter commissions, key governing boards, city departments, and operating entities.
No Responses Found
2
Government entities assigned to respond to this report. No response documents have been linked in our database.
