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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 and Recommendations 2 findings
F1
Page 104
The million plus dollars had a minor effect in the increased number of cases opened or closed. While there was a 200% increase in staff, there was a significant decrease in the division’s productivity over the same time period. The decrease in productivity resulted in a significant waste of money.
Related Recommendations (2)
R1
Page 104
Code Enforcement Management establish at least five measurable non- financial goals meant to improve the operation of the Division in the next budget cycle, track the achievement of these goals, and report annually to the BOS on the progress. (F1, F2)
R2
Page 104
BOS ensure that measurable goals are established whenever funding projects of this nature. (F1, F2) Request for Responses: Pursuant to Penal Code 933.05 the Grand Jury requests responses as follows: • Community Development Department via Board of Supervisors (90 days) • Board of Supervisors (90 days) Disclaimer: One juror abstained from this report.
F2
Page 104
Very few non-financial goals have been established for the CED. Setting non-financial goals and measuring them is a very useful management tool. When the additional money was allocated for CED several years ago there could have been goals established such as an increase in the number of cases opened, the number cases closed, and the number brought to abatement. Establishing measurable goals takes time and work to ensure that the goals selected create the action and behavior desired. Performance measurement goals would have quickly highlighted the lack of productivity and allowed the BOS and Code Enforcement Management to either halt further investment or improve productivity. Recommendations: R1. Code Enforcement Management establish at least five measurable non- financial goals meant to improve the operation of the Division in the next budget cycle, track the achievement of these goals, and report annually to the BOS on the progress. (F1, F2) R2. BOS ensure that measurable goals are established whenever funding projects of this nature. (F1, F2) Request for Responses: Pursuant to Penal Code 933.05 the Grand Jury requests responses as follows:
• Community Development Department via Board of Supervisors (90 days)
• Board of Supervisors (90 days) Disclaimer: One juror abstained from this report.
Related Recommendations (2)
R1
Page 104
Code Enforcement Management establish at least five measurable non- financial goals meant to improve the operation of the Division in the next budget cycle, track the achievement of these goals, and report annually to the BOS on the progress. (F1, F2)
R2
Page 104
BOS ensure that measurable goals are established whenever funding projects of this nature. (F1, F2) Request for Responses: Pursuant to Penal Code 933.05 the Grand Jury requests responses as follows: • Community Development Department via Board of Supervisors (90 days) • Board of Supervisors (90 days) Disclaimer: One juror abstained from this report.