2011-01-AU Limited Scope Performance Audit of the Department of Parks and Recreation’s Facilities Asset Management

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Chapter 1: AUDIT PLAN AUDIT METHODOLGY Review departmental documentation provided by the Department of Parks and Recreation pertaining to the audit objectives outlined above. Review industry best practices for facilities asset management, including planning and budgeting, maintenance and repair operations, and monitoring. Interview key personnel in the Department of Parks and Recreation. Observe and conduct visits to sixteen Parks and Recreation sites based on a judgmental sample, with at least one recreational site selected in each district. AUDIT CRITERIA We compared the performance results of the Department to its stated goals and action plans for facilities, fiscal responsibility, and safety, which were specifically set forth in the Hawaii County Department of Parks and Recreation 2004-2009 Strategic Plan booklet, as follows: FACILITIES: Provide adequate and well-maintained facilities in each district to meet the needs of the public. Focus Area 2 FISCAL RESPONSIBILITY: Ensure that financial resources are used in a proper and efficient manner. Focus Area 3 SAFETY: Ensure safe environment for our employees and patrons. Focus Area 5 Focus Area 2: Facilities — Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by: Goal 2.3— Developing and implementing maintenance standards 1) Use a list of minimum tasks for maintenance of each type of facility, i.e. the minimum tasks for cleaning a restroom; the minimum tasks for cleaning a picnic pavilion, etc.; and Parks Maintenance supervisors will do random checks to see that minimum standards are being maintained. 2) Develop a secondary set of tasks for periodic maintenance of each type of facility, i.e. once every 2 months, scrub walls, clean cob webs, pressure wash sidewalks, etc. By September 2005, this secondary set of tasks will be included in the random inspections by Parks Maintenance supervisors. 3) Maintain a system of logging Maintenance Work Orders, with a list of work orders sent to each Division and Section monthly at the staff meeting so that outstanding and closed work orders can be monitored. 2