San Bernardino County Grand Jury
2003-2004
Additional Recommendations
2
Not linked to specific findings.
R04-07:
PURCHASE THE AMS ADVANTAGE VERSION 3.0 SYSTEM TO UPGRADE THE AUDITOR/CONTROLLER-RECORDER’S FINANCIAL MANAGEMENT SYSTEM AND THE PURCHASING DEPARTMENT’S PROCUREMENT SOFTWARE SYSTEM.
R04-08:
TAKE APPROPRIATE MEASURES TO ENSURE THAT AT LEAST THE 13 “HIGH RISK” DEPARTMENTS ARE AUDITED ANNUALLY. 9
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Additional Recommendations
3
Not linked to specific findings.
R04-04:
DEVELOP A STANDARDIZED COUNTYWIDE POLICY FOR REPLACING AND DISPOSING OF DESKTOP COMPUTERS THAT ARE NO LONGER NEEDED BY THE COUNTY. 4
R04-05:
EXPLORE THE FEASIBILITY OF DONATING DESKTOP COMPUTERS TO SCHOOLS, NON-PROFIT ORGANIZATIONS OR PRISONS FOR EVERYDAY USE OR TRAINING WHEN THE COUNTY NO LONGER NEEDS THEM.
R04-06:
CONDUCT AN AUDIT TO EVALUATE THE COST BENEFITS TO THE COUNTY OF HAVING THE INFORMATION SERVICES DEPARTMENT (ISD) PROVIDE DESKTOP COMPUTER SUPPORT FOR MORE THAN THE ELEVEN (11) COUNTY DEPARTMENTS IT CURRENTLY SUPPORTS. IF THIS AUDIT PROVES FINANCIALLY BENEFICIAL TO THE COUNTY, THEN ESTABLISH A PROGRAM TO HAVE ISD TAKE OVER DESKTOP COMPUTER SUPPORT FOR ALL OR MOST OF THE COUNTY DEPARTMENTS. 5
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Additional Recommendations
1
Not linked to specific findings.
R04-12:
PROVIDE THE MOST UP-TO-DATE GLOBAL INFORMATION SYSTEM TECHNOLOGY TO THE COUNTY FIRE DEPARTMENT FOR COORDINATED COMMUNICATIONS DURING A DISASTER. EMERGENCY OPERATIONS CENTER (RIALTO) BACKGROUND The Emergency Operations Center (EOC) is located at Rialto Airport. Its purpose is to coordinate the multi-agency responses to major emergencies that occur in the County. Individuals who are notified to report to the EOC are trained to perform specific functions designated under the Standardized Emergency Management System (SEMS) as mandated in California Senate Bill 1841. Over 200 EOC responders are ready 24 hours a day, seven days a week. Many agencies stand ready with numerous corresponding Department Operations Centers (DOC). They include County departments, utility companies, hospitals, the California Highway Patrol, the California Department of Transportation, the California Air National Guard, and the American Red Cross. 16
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Additional Recommendations
6
Not linked to specific findings.
R04-13:
CONDUCT AN INFORMATION TECHNOLOGY (IT) ASSESSMENT OF THE EMERGENCY OPERATIONS CENTER’S INFRASTRUCTURE WITH REGARD TO WIRE LINE/WIRELESS COMMUNICATIONS CAPABILITIES, PERSONAL COMPUTER WORKSTATION CONNECTIVITY AND BUSINESS PROCESS IMPROVEMENT.
R04-14:
CONTACT EACH COUNTY AUTHORIZED WIRELESS CELL PHONE VENDOR AND OBTAIN ASSURANCE THAT THEY HAVE ADEQUATE COMMUNICATION WITH THE RIALTO EMERGENCY OPERATIONS CENTER.
R04-15:
PURCHASE AND INSTALL THE NECESSARY EQUIPMENT TO ENSURE THE INTEGRATION OF THE EOC SPEAKER SYSTEM INTO THE EXISTING SPEAKER SYSTEM IN THE BUILDING AT RIALTO AIRPORT.
R04-16:
CONDUCT AN ASSESSMENT OF THE COST-TO-BENEFIT RATIO OF PURCHASING OR HAVING THE INFORMATION SERVICES DEPARTMENT DEVELOP THE SOFTWARE APPLICATIONS TO TRACK ALL ACTIVITY DURING A DISASTER. EVACUATION AND SHELTERS BACKGROUND In the last week of October 2003, when wild fires ravaged County forests, homes and other properties, thousands of San Bernardino County residents were evacuated from their homes. The County and the American Red Cross established evacuation centers that provided food, beds and other basics of life. 18
R04-17:
ESTABLISH A DISASTER WARNING AND INFORMATION TELEPHONE NUMBER (IN ADDITION TO FIRE AND POLICE) AND OPERATE IT 24 HOURS A DAY, EVERY DAY OF THE YEAR.
R04-18:
EQUIP EVACUATION CENTERS WITH STRATEGICALLY PLACED LARGE SCREEN TELEVISION SETS THAT DISPLAY CONTINUOUS UP-TO-DATE INFORMATION FOR EVACUEES ABOUT THE DISASTER AND WHAT IS OCCURRING IN COMMUNITIES AFFECTED BY THE DISASTER. 19
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Additional Recommendations
4
Not linked to specific findings.
R04-32:
HIRE MORE SOCIAL WORKERS TO CORRECT THE OUT OF BALANCE RATIO OF SOCIAL WORKERS TO CLIENTS.
R04-33:
MAKE FUNDS AVAILABLE TO HIRE AN ADMINISTRATOR TO OVERSEE TRAINING AND COORDINATION OF VOLUNTEERS FOR THE DEPARTMENT OF CHILDREN’S SERVICES. 31
R04-34:
CONSOLIDATE SERVICES, FACILITIES AND PERSONNEL OF THE PUBLIC HEALTH AND BEHAVIORAL HEALTH DEPARTMENTS WITH ARROWHEAD REGIONAL MEDICAL CENTER (ARMC).
R04-35:
IMPLEMENT A RESTAURANT GRADING SYSTEM THROUGHOUT THE COUNTY. 32
Findings & Recommendations
6 findings
F1:
Sheriff and ex-officio Coroner
F2:
County Clerk and ex-officio Recorder
F3:
Treasurer and ex-officio Tax Collector and License Collector
F4:
District Attorney and ex-officio Public Administrator
F5:
Superintendent of Schools
F6:
Horticultural Commissioner The Charter designated the Chairman of the Board of Supervisors as the “Purchasing Agent.” It seems apparent at the time that Supervisors were required to play a direct daily supervisory role. Today, the 39 plus departments with over 16,000 employees make “hands on” supervision impractical. It is also appropriate to consider that allowing the County Administrative Officer (CAO) to implement policy set by the Supervisors and to run and supervise the County departments is the logical and current management style practiced by most successful corporations and governments. Today, the role of the Board of Supervisors in County government should be to set policy and supervise the CAO. 2 2003-2004 San Bernardino County Grand Jury Final Report In the course of our investigations and visitations during the past year we have uncovered several instances of Supervisor interference and micro-managing in the day-to- day operations of the County. There have been five (5) County Administrative Officers in the past three years. Since July 1, 2003 eight (8) department heads and one (1) CAO have been fired, forced out, or resigned. One Supervisor stated that the Supervisors’ role is to “govern and provide oversight of all County departments.” Another Supervisor said, “Supervisors are full-time employees and it is their job to set policy, supervise and run the County.” Two other Supervisors commented that they believe the Supervisors role is to set policy and allow the CAO to run the County. One Supervisor stated that it is the CAO’s responsibility to run the County and not the role of the Supervisors. It should further be noted that the Forward in the County Charter says, “Even when laws have been written down, they ought not always to remain unaltered.” –Aristotle
Additional Recommendations
3
Not linked to specific findings.
R04-01:
TO AVOID MICRO-MANAGEMENT BY MEMBERS OF THE BOARD OF SUPERVISORS, ESTABLISH AND ADOPT A DEFINED POLICY AND PROCEDURE FOR COMMUNICATING WITH THE COUNTY ADMINISTRATIVE OFFICER PRIOR TO CONTACT WITH DEPARTMENT HEADS AND OTHER EMPLOYEES.
R04-02:
ESTABLISH AND ADOPT A MORE DEFINED POLICY, INCLUDING CRITERIA, FOR RECRUITING AND HIRING OF THE COUNTY ADMINISTRATIVE OFFICER.
R04-03:
ESTABLISH AND ADOPT A POLICY FOR THE BOARD OF SUPERVISORS TO ONLY SET POLICY AND WHICH LIMITS THEM TO “SUPERVISING” ONLY THE COUNTY ADMINISTRATIVE OFFICER. 3
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Additional Recommendations
2
Not linked to specific findings.
R04-25:
APPROVE FUNDS FOR THE CAPITAL IMPROVEMENT REQUIRED FOR THE INTERIOR LAYOUT CHANGE AT THE REGISTRAR OF VOTERS.
R04-26:
ALLOW THE REGISTRAR OF VOTERS TO RETAIN 25 PERCENT OF THE $2.1 MILLION (OR $500,000) OF THE PUNCH CARD BUYOUT MONEY FOR REMODELING. 25
Additional Recommendations
3
Not linked to specific findings.
R04-09:
DESIGN AND BUILD A LARGER PERMANENT COMMUNICATIONS AND EMERGENCY/DISASTER CENTER AT A LOCATION CLOSER TO THE PLANNED COUNTY FIRE DEPARTMENT FACILITIES AT SAN BERNARDINO INTERNATIONAL AIRPORT.
R04-10:
CREATE A SPECIAL COST RECOVERY DEPARTMENT, FREE OF POLITICAL RESTRICTIONS, WITHIN FISCAL SERVICES OF THE COUNTY FIRE DEPARTMENT, AND FUND IT WITH A MINIMUM OF ONE (1) FULL-TIME STAFF MEMBER. STAFFING SHOULD BE INCREASED AS RECOVERY AND CASELOAD INCREASES.
R04-11:
PURSUE ALL POSSIBLE AREAS OF COST RECOVERY, INCLUDING APPLICABLE INSURANCE FOR HOMEOWNERS, AUTOMOBILE, MEDICAL, HAZARDOUS MATERIAL SPILL, CLEAN UP AND FIRE AND AMBULANCE RESPONSE. 14
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Additional Recommendations
1
Not linked to specific findings.
R04-24:
PROVIDE FUNDS TO ENABLE THE COUNTY MUSEUM TO COMPLY WITH THE 1970 AGREEMENT BETWEEN THE COUNTY AND THE MOUSLEY MUSEUM. 23
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Additional Recommendations
1
Not linked to specific findings.
R04-36:
INCREASE THE OFFICE VISITS AND OFFICE HOURS IN THE YUCCA VALLEY AND TWENTYNINE PALMS OFFICES OF THE VETERANS AFFAIRS DEPARTMENT TO PROVIDE ADEQUATE WEEKLY SERVICE. 34
Additional Recommendations
1
Not linked to specific findings.
R04-37:
DEVELOP A POLICY AND PROCEDURES MANUAL TO PROTECT THE ARCHITECTURE AND ENGINEERING DEPARTMENT AND THE COUNTY AGAINST QUESTIONABLE POLICIES AND PROCEDURES. 36
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Findings & Recommendations
4 findings
F1:
Departments are unwilling to delete the information from hard drives
F2:
Some departments have technicians who believe it is useful to have inventory
F3:
Misappropriation of parts $260 million worth of supplies and services is purchased annually for County departments. At least 7-8 signatures are required to finalize a purchase. The department collects approximately $80,000 annually from three public sales of surplus property. Labor costs reduce the profit to $30,000. To save money, the department wants to conduct just two sales of surplus properties to the public yearly. 41 2003-2004 San Bernardino County Grand Jury Final Report Board of Supervisors approval is required only if services and construction exceed $25,000 per item. If budgeted by the department, there is no limit on goods, supplies and materials any County department can obtain. Our investigation found that the Purchasing Department needs new procurement software programs for much of the work it now does manually. It is not possible to obtain the necessary software that is compatible with the current County Financial Management System program. The only software program now available for the Purchasing Department is AMS 3.0. It is not compatible with the current Financial Management System software AMS 2.1.1. The Information Services Department explored a plan that would work, using the two software versions. This plan would cost the County $1,206,200, plus a one-time start-up cost of $185,015. It is not a long term solution, only a temporary one. Along with the high costs, the two systems will never be completely synchronized, and the departments would have different data. To get a complete current, accurate financial picture, the different departments will have to utilize both systems. This is not a practical solution. It will cost the County $5,000,000 to update the Financial Management System and purchase procurement software for the Purchasing Department. COMMENDATION THE PURCHASING DEPARTMENT IS COMMENDED FOR BEING HONORED THREE CONSECUTIVE YEARS WITH THE “EXCELLENCE IN PROCUREMENT” AWARD.
F4:
4,094 minor filings A case is defined by the Administrative Office of the Courts as a filing of a document with the court naming a person or defendant or respondent. Members of the Grand Jury observed the arraignments calendar in the Central District Superior Court. The Public Defender is usually assigned to defendants at arraignment. Defendants are required to fill out a form listing name, address, phone number and a Social Security number, which is optional. They are then required to pay a $25 fee. This fee can be waived by the Judge. When a case is closed, the procedure calls for a hearing to determine if defendants are truly indigent or if they can afford to employ a private attorney. This procedure is frequently waived by the Judge. If an assessment is charged, it is usually less than what 52 2003-2004 San Bernardino County Grand Jury Final Report the actual costs are. They are frequently uncollected. The amount collected in 2002-2003 and returned to the General Fund along with the $25 filing fee, totaled approximately $650,000. The total budget of the combined Public Defender and Conflicts Panel was $27.3 million. The Public Defender does not investigate whether clients are indigent or not. The Courts, however, use a form titled “Information sheet on Waiver of Court Fees and Costs (Calif. Rules of Court, rule 985)”, numbered 982(a)(17)(A). It is used only in Family Court. This form verifies the needs and financial information of an applicant, making it possible for the Court to make a much more informed decision. According to the National Advisory Commission of the American Bar Association, the caseload of a full-time defense attorney or assigned counsel shall not exceed 150 felonies yearly, 400 misdemeanors annually, or 250 juvenile offender cases per year. Based on the Grand Jury investigation, using the number of cases recommended by the National Advisory Commission of the American Bar Association doubles the workload of the San Bernardino County Law Offices of the Public Defender. Insisting on a more efficient investigation for eligibility for indigent legal assistance reduces the number of cases for the Public Defender and the Conflicts Panel. The 2002-2003 Grand Jury found security at the Juvenile facility in the San Bernardino office to be substandard. It recommended improving the security between the public and employees’ areas. The County agreed with the recommendation and ordered the improvements to be implemented. This was scheduled for October of 2003, but as of April 2004 it had not been implemented.
Additional Recommendations
28
Not linked to specific findings.
R04-38:
ADOPT THE UTILITY ANALYSIS AUDIT BY MACIAS CONSULTING GROUP, INC. AND INCORPORATE ITS FINDINGS INTO THE FACILITIES MANAGEMENT DEPARTMENT.
R04-39:
ENDORSE THE FACILITIES MANAGEMENT DEPARTMENT’S EFFORTS TO INCLUDE ALL COUNTY BUILDINGS ON THEIR COMPUTER PROGRAM, WHICH WILL ENHANCE THE ABILITY TO CONTROL AND PROJECT COSTS WITHIN THE DEPARTMENT.
R04-40:
REINSTATE STAFFING LEVELS IN THE FACILITIES MANAGEMENT DEPARTMENT TO A LEVEL THAT BRINGS THE SIZE OF THE AREA COVERED BY CUSTODIAL AND MAINTENANCE STAFF TO A LEVEL THAT IS SUBSTANTIALLY CLOSER TO INDUSTRY STANDARDS.
R04-41:
RESTORE FUNDS TO ENABLE THE FACILITIES MANAGEMENT DEPARTMENT TO ASSIGN CUSTODIAL AND MAINTENANCE STAFF TO EVENING AND NIGHT SHIFT WORK. 38
R04-42:
RE-WRITE STANDARD PRACTICE 12-04, SECTION 3, ASSIGNMENT OF VEHICLES, CATEGORY V – PERSONAL USE LIMITED TO COMMUTING, TO ELIMINATE THE ABILITY OF DEPENDENTS OF COUNTY EMPLOYEES OR OFFICIALS TO OPERATE COUNTY VEHICLES.
R04-43:
REVIEW ALL POLICIES AND PROCEDURES RELEVANT TO FLEET MANAGEMENT AND UPDATE THEM TO COMPLY WITH CURRENT ESTABLISHED POLICIES AND PROCEDURES.
R04-44:
COMPLY WITH THE RECOMMENDATIONS OF THE FLEET COUNSELOR SERVICES AUDIT NOW IN PROGRESS, IF SUBSTANTIAL SAVINGS ARE SHOWN BY CONSOLIDATING THE VARIOUS FLEETS INTO ONE DEPARTMENT. 40
R04-45:
IMPLEMENT POLICIES TO STANDARDIZE THE HANDLING OF SURPLUS COMPUTERS, PRINTERS AND OTHER EQUIPMENT TO ASSURE THAT THE COUNTY IS ADEQUATELY REIMBURSED FOR THE SALE OF SURPLUS EQUIPMENT.
R04-46:
CONDUCT SURPLUS PROPERTY SALES TWICE A YEAR.
R04-47:
PURCHASE THE AMS VERSION 3.0 PROCUREMENT SOFTWARE FOR PURCHASING, COUPLED WITH UPGRADING THE AUDITOR/ CONTROLLER-RECORDER’S FINANCIAL MANAGEMENT SOFTWARE FROM AMS VERSION 2.1.1 TO 3.0, AT A COST OF APPROXIMATELY FIVE MILLION DOLLARS ($5,000,000). 42
R04-48:
CREATE A COMMUNITY PROSECUTION UNIT IN THE DISTRICT ATTORNEY’S OFFICE TO WORK IN THE COMMUNITY ON CRIME PREVENTION.
R04-49:
MOVE THE DISTRICT ATTORNEY ORGANIZATIONS CURRENTLY HOUSED AT 412 HOSPITALITY LANE IN SAN BERNARDINO CLOSER TO THE CRIMINAL COURTS.
R04-50:
CONSOLIDATE ALL OF THE DISTRICT ATTORNEY CENTRAL BRANCH ORGANIZATIONS INTO A LOCATION WITHIN WALKING DISTANCE OF THE CRIMINAL COURTS. 46
R04-51:
HIRE AND TRAIN MORE PROBATION OFFICERS TO ATTAIN A BETTER CASELOAD RATIO.
R04-52:
ESTABLISH A SPECIAL COLLECTIONS UNIT WITH NEW POSITIONS IN THE PROBATION DEPARTMENT THAT WORKS CLOSELY WITH PROBATION OFFICERS AND MONITORS THE ABILITY OF DEFENDANTS TO MAKE RESTITUTION TO THEIR VICTIM(S) AND/OR PAY THEIR SUPERVISION FEES.
R04-53:
REINSTATE HIGH-RISK OFFENDER SUPERVISION AND CREATE A SPECIAL SEX OFFENDER UNIT USING THE LATEST TECHNOLOGY FOR SUPERVISING SUCH OFFENDERS.
R04-54:
REQUIRE THE PROBATION DEPARTMENT TO PROVIDE THE COUNTY WITH MONTHLY REPORTS ON THE VISION QUEST OPERATION.
R04-55:
APPLY COSTS BUDGETED FOR FOOD, MEDICAL AND INTAKE SERVICES TO EACH OF THE PROBATION PROGRAMS, SUCH AS CAMP HEART BAR, KUIPER YOUTH CENTER AND THE REGIONAL YOUTH EDUCATIONAL FACILITY TO SHOW A COMPARISON OF COST PER INDIVIDUAL IN DETENTION. 48
R04-56:
ENLARGE THE CAMP HEART BAR FACILITY AND INCREASE THE NUMBER OF CADETS IN ITS PROGRAM USING PRESENT CAPITAL IMPROVEMENT PLANS. 49
R04-57:
PURCHASE OR CONSTRUCT CONTAINERS FOR THE PUBLIC ADMINISTRATOR/PUBLIC GUARDIAN/CONSERVATOR STORAGE WAREHOUSE TO ADEQUATELY AND SECURELY HOUSE ESTATE PROPERTIES.
R04-58:
CONSTRUCT A NEW DESERT DIVISION STAND-ALONE FORENSIC/ INVESTIGATIVE FACILITY OF AN ESTIMATED 10,740 SQUARE FEET ON COUNTY PROPERTY AT DALE EVANS PARKWAY IN THE TOWN OF APPLE VALLEY.
R04-59:
IMPLEMENT THE CORONER AND SHERIFF’S PLAN TO RETAIN NEEDLES’ RESIDENT DEPUTY SHERIFFS AS DEPUTY CORONERS. HUMAN RESOURCES WOULD NEED TO ESTABLISH A NEW JOB CLASSIFICATION OF DEPUTY SHERIFF/CORONER. 51
R04-60:
WITHHOLD FUNDING TO THE INDIGENT DEFENSE FUND UNTIL A MORE EFFECTIVE PROCEDURE FOR DETERMINING ELIGIBILITY IS IMPLEMENTED.
R04-61:
INCREASE THE NUMBER OF ATTORNEYS IN THE LAW OFFICE OF THE PUBLIC DEFENDER.
R04-62:
REESTABLISH A COMPLETION DATE FOR SECURITY IMPROVEMENTS AT THE PUBLIC DEFENDER’S JUVENILE FACILITY IN SAN BERNARDINO. 53
R04-63:
COMBINE THE CORONER WITH THE SHERIFF’S DEPARTMENT.
R04-64:
RELOCATE THE SHERIFF’S AVIATION DIVISION TO AN AREA THAT HAS FEWER HIGH WIND INCIDENTS PER YEAR AND INTO BUILDINGS THAT ARE SEISMICALLY SECURE AND WITH UPGRADED FACILITIES.
R04-65:
RELOCATE THE SHERIFF’S VALLEY DISPATCH CENTER INTO A MORE MODERN AND SEISMICALLY SECURE BUILDING THAT PROTECTS EQUIPMENT AND THE PERSONNEL. 55
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Additional Recommendations
3
Not linked to specific findings.
R04-19:
INSTALL MONITORS TO PROTECT EVACUEES FROM PROPERTY THEFT, AND POST SIGNS WARNING AGAINST PROPERTY THEFT.
R04-20:
ESTABLISH A COMMUNICATIONS SYSTEM THAT PROVIDES A BETTER TRACKING SYSTEM ON EVACUEES AND PROVIDES INFORMATION TO CONCERNED INDIVIDUALS TRYING TO LOCATE AN EVACUEE.
R04-21:
ESTABLISH A MORE ORDERLY SYSTEM OF RECEIVING DONATED ITEMS AND INSTITUTE A CATALOGING SYSTEM THAT MAKES IT MORE CONVENIENT TO LOCATE AND DISTRIBUTE DONATED ITEMS TO EVACUEES WHEN THEY REQUIRE THEM. 20
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Additional Recommendations
5
Not linked to specific findings.
R04-27:
REPLACE ALL OUTDATED SIGNS AT THE GILBERT STREET LOCATION WITH MORE USER-FRIENDLY, STRATEGICALLY PLACED ENTRANCE SIGNS DISPLAYING A MASTER DIRECTORY AND MAP THAT PROVIDES DIRECTIONS TO PATIENTS, VISITORS AND EMERGENCY VEHICLES THAT MAY BE SUMMONED TO THE LOCATION TO HANDLE LIFE THREATENING EMERGENCIES. 28
R04-28:
IDENTIFY BEHAVIORAL HEALTH BUILDINGS AT THE GILBERT STREET LOCATION USING BUILDING PLACARDS THAT DESIGNATE THE SERVICES AVAILABLE IN EACH BUILDING.
R04-29:
REQUIRE THAT ALL BEHAVIORAL HEALTH BUILDINGS AT THE GILBERT STREET LOCATION HAVE PAMPHLET MAPS TO ASSIST VISITORS AND PATIENTS IN FINDING THEIR WAY AROUND THE AREA.
R04-30:
CONDUCT REGULAR SAFETY INSPECTIONS OF THE BEHAVIORAL HEALTH BUILDINGS AT THE GILBERT STREET LOCATION TO PROTECT THE HEALTH AND SAFETY OF BEHAVIORAL HEALTH EMPLOYEES AND PATIENTS, AND PROVIDE A WORKPLACE ENVIRONMENT THAT DOES NOT PLACE THE COUNTY AT A LIABILITY RISK.
R04-31:
CONDUCT A FEASIBILITY STUDY TO DETERMINE THE COST EFFECTIVENESS OF MAINTAINING CLOSED BUILDINGS AND SURROUNDING PROPERTY AT THE GILBERT STREET LOCATION AND EVALUATE THE COST-EFFECTIVENESS OF REMODELING/ DEMOLISHING OLD BUILDINGS VERSUS CONSTRUCTING NEW BUILDINGS SO MONEY IS NOT WASTED IN CONTINUOUSLY REFURBISHING BUILDINGS THAT WILL EVENTUALLY STILL NEED TO BE REPLACED. 29
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Additional Recommendations
2
Not linked to specific findings.
R04-22:
DEVELOP AND ADOPT AN OPERATIONS MANUAL FOR THE CODE ENFORCEMENT DIVISION OF THE LAND USE SERVICES DEPARTMENT. 21
R04-23:
INSTITUTE A STUDY OF THE PROCEDURES AND POLICIES REGARDING THE COUNTY’S TREATMENT OF GIFTS, AND PROVIDE GUIDELINES FOR THEIR ACCEPTANCE AND ADMINISTRATION. 22