Riverside County Grand Jury
• 2001-2002
Riverside County Capital Improvement Program
⚠️ 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 and Recommendations 9 findings
F1
County Policy B-11 (Award of Public Works Contracts Pertaining to County Facilities), last updated in 1993, and Policy H-7 (Selection of Architectural, Engineering and Appraisal Services), last updated in 1989 are both outdated and do not clearly delineate authority, responsibilities, and procedures for planning capital improvement projects.
Related Recommendations (2)
R3
The CEO, in coordination with all county agencies and departments, immediately begin revising all county policies that are relevant to capital improvements and establish procedures and standards that support CIP Team goals and objectives.
R4
Director of Facilities Management provide standards and details for contracts, and also begin a review and update of relevant policies with particular emphasis on completion of the county’s “standard materials and equipment list” and the “project management task list”.
F2
Although the Department of Facilities Management is charged with capital improvement, many departments (EDA, sheriff, fire, courts, and others) are conducting capital project planning that is not coordinated through a centralized planning process. This decentralized process has not always addressed standards and requirements for future budget, maintenance, and staffing needs.
Related Recommendations (2)
R2
Board of Supervisors direct that the CIP Team be staffed and budgeted as a permanent county entity with oversight authority and coordination responsibilities for all county capital projects from conception to completion and final acceptance. 2
R5
Board of Supervisors direct that policy be established which requires all county agencies and departments to coordinate and submit all capital projects, without exception and regardless of funding sources, through the CIP Team – no matter who eventually manages the project. 3
F3
In their “Report Card on Government Performance – Grading the Counties”, Governing Magazine, in the February 2002 issue found, “(Riverside County) 1 Departmental rivalries and politics play major roles in project selection; capital improvement plan desperately needs updating.”
No recommendations for this finding
F4
In response to many capital project difficulties experienced by the county, the Board of Supervisors, the Department of Facilities Management, and others have previously commissioned several studies, audits, and investigations of county projects and project planning/management procedures.
No recommendations for this finding
F5
Recommendations from these reports stressed the importance of having well- defined, detailed planning/management policies and procedures in place early, closely monitored, and followed explicitly throughout the life of the project. These recommendations have not always been followed.
No recommendations for this finding
F6
A “standard list of materials and equipment” and a “project management task list”, not previously available for use by capital project planners, are currently being reviewed and finalized by the Department of Facilities Management.
No recommendations for this finding
F7
On April 16, 2002, the Board of Supervisors directed the County Executive Office (CEO) to prepare an expanded CIP that will address, “…scoping of various agencies and departments, potential facilities, equipment and manpower needed for the growth (of the county).”
No recommendations for this finding
F8
The CEO and the Department of Facilities Management jointly presented, in a workshop to the Board of Supervisors on May 20, 2002, an outline concept of a county capital project planning and oversight process to include the establishment of a county CIP Team.
No recommendations for this finding
F9
The Board of Supervisors approved the concept, and directed the CEO and Department of Facilities Management to return in 90 days with a formal CIP policy.
Related Recommendations (1)
R1
Board of Supervisors provide maximum support and assign the highest priority to the current laudable efforts toward the establishment of a permanent CIP Team.