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Extraído del Informe Consolidado

Esta investigación fue publicada originalmente como parte de un informe consolidado más amplio que contiene múltiples investigaciones. Consulte el PDF consolidado para ver el documento completo.

San Francisco County Grand Jury • 2016-2017

Abbreviations

6 pages

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⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Findings 8 findings

F1 Page 13

Rec & Parks has done a good job in addressing the need for a comprehensive and updated Strategic Plan, as recommended in the 2013 report of the Budget and Legislative Analyst.

F2 Page 13

Rec & Parks and PROSAC appear to have an improved working relationship.

F3 Page 13

It is important that the current momentum be nurtured with support of both the Mayor and the Board of Supervisors.

F4 Page 13

The Strategic, Operational, and Capital Plans could be better integrated with one another to achieve Rec & Parks goal of seamless connections.

F5 Page 13

The Capital Plan does not list all of Rec & Parks planned capital investments. Including this list in the Plan would allow PROSAC to view a comprehensive picture of all of Rec & Parks present and planned capital investments at once, as was recommended in the 2013 BLA Report.

F6 Page 13

Rec & Parks continues to operate under the 2011 Acquisition Policy which was found by the 2013 BLA Report to be inconsistent with Park Code. Planning to Make Our Parks Even Better _________________________________________________________________

F7 Page 14

Rec & Parks assessment of the condition of its park assets needs to be reviewed and updated. Its planned replacement of the current COMET system should contribute to this process.

F8 Page 14

Obtaining the resources to conduct needed preventative maintenance has been a continuing challenge for many City departments, and Rec & Parks is no exception. When needed maintenance is deferred, it ends up increasing future costs. This is not just a park issue but it is a City-wide issue.

Recommendations 8

R1
Page 15

NO RECOMMENDATION Recreation and Parks Department
R2
Page 15

NO RECOMMENDATION Recreation and Parks Department
R3
Page 13

1: The Mayor should require Rec & Parks, at least annually, to review and, as needed, update its Strategic, Operational, and Capital Plans.
R4
Page 13

1: Rec & Parks should establish clearer linkages between the Strategic, Operational, and Capital Plans through greater cross-referencing.
R5
Page 13

Rec & Parks should include in the next version of its Capital Plan a report of all Rec & Parks planned capital investments. This report should be broken down by capital investment, timetable for completion, investment amount, maintenance vs. new acquisition, and Equity vs. Non-Equity Zones.
R6
Page 14

By January 2018, the Recreation and Parks Commission should review and, as needed, update its Acquisition Policy.
R7
Page 14

1: Rec & Parks acquisition of the replacement system for the COMET system and a reassessment of the condition of park assets should be completed
R8
Page 14

1: Rec and Parks should consider outsourcing selected park maintenance needs as part of a preventative maintenance program. Planning to Make Our Parks Even Better _________________________________________________________________