Gran Jurado del Condado de Butte
2017-2018
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (5)
Hallazgos & Recomendaciones
8 hallazgos
F1:
Over the past few years, as City staff positions have become vacant, the decisions about whether to fill a position or leave it vacant have been made “on the fly”. There is no overall plan regarding City staffing. Conducting an internal review of the City staff is simply not practical under the current circumstances given the shortage of staff.
Recomendaciones relacionadas (1)
R1:
The City of Oroville should contract with a consultant prior to the end of 2018 to perform a comprehensive analysis of the current City staff to ensure that the city has the appropriate number and types of positions to perform the services required for a city the size of Oroville. The analysis should propose reassignment of duties where warranted. The analysis should include a prioritization for filling each position.
F2:
Having one employee act as the City Administrator while also directing four City departments created an unhealthy situation.
Recomendaciones relacionadas (1)
R2:
The Oroville City Council should amend the City Charter prior to the end of 2019 to provide for a City Manager position in place of the City Administrator position.
F3:
Oroville has had five City Administrators during the past eight years. The turnover has had a negative impact on City staff morale.
Recomendaciones relacionadas (1)
R3:
The Oroville Finance Director should be designated as the Human Resources Director no later than October 31, 2018. 12
F4:
Having the Oroville City Director of Public Safety also serving as the Director of Human Resources creates an appearance of impropriety. 11
Recomendaciones relacionadas (1)
R4:
The Oroville City Council should explore all possible sources of additional revenue and implement those that will allow the City to fill all of its high priority positions.
F5:
Although the City of Oroville has taken a number of drastic steps to reduce spending, the growth of general fund expenditures continues to greatly outpace the growth of current revenue.
Recomendaciones relacionadas (1)
R5:
The Oroville City Council should work towards better collaboration by participating in periodic social and team-building activities.
F6:
There is mistrust and misunderstanding among the current members of the City Council leading to an unusually high level of dysfunction.
Recomendaciones relacionadas (1)
R6:
The Oroville City Council should meet annually to establish a list of priorities for the City to serve as a guideline throughout the year for Council actions.
F7:
All of the members of the Oroville City Council are striving to do what they think is best for the City. There is, however, disagreement among the City Council members over how to achieve these goals.
Recomendaciones relacionadas (1)
R7:
The City Council needs to be more accessible and responsive to the citizens of Oroville through operational and valid emails and phone numbers.
F8:
The Oroville City web page for “Contact City Council” did not provide the Grand Jury access to the City Council members.
Recomendaciones relacionadas (1)
R8:
The City of Oroville should provide basic technology training for the City Council members.
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R9:
The Oroville website should be checked and updated frequently for accuracy and maintained for the benefit of its constituents.
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
3 hallazgos
F1:
Treasurer-Tax Collector Department is run efficiently, staff morale is high, and staff is effectively cross-trained.
F2:
Treasurer-Tax Collector does an excellent job of managing the funds they are entrusted with. Investment vehicles are rated AA or higher. Investment growth is approximately 8% over time, consistently higher than LAIF. www.buttecounty.net/Portals/25/Investments
F3:
Office space is limited posing challenges during peak payment periods.
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R1:
The Grand Jury recommends that County Administration collaborate with the Treasurer- Tax Collector Department in seeking additional office space for the TTCD by December 31, 2018. 42
R2:
The Grand Jury recommends that County Administration collaborate with the Treasurer- Tax Collector Department to identify and implement additional safety and security measures by Fiscal Year end 2018-2019.
R9:
The Oroville website should be checked and updated frequently for accuracy and maintained for the benefit of its constituents.
Hallazgos & Recomendaciones
7 hallazgos
F1:
Butte County air quality has improved as a result of regulations adopted by the BCAQMD Board.
F2:
Air quality is impacted by influences from outside the County.
F3:
County residents have contributed to improved air quality by their participation and support of programs managed by the BCAQMD.
F4:
Inconsistent funding streams makes it difficult to hire additional staff.
F5:
Wood smoke is more polluting to Butte County air than all motor vehicle emissions combined.
F6:
Funding for the wood burning stove replacement program will resume in 2018.
F7:
Community education, outreach, and a very user-friendly website, promotes public understanding and involvement with BCAQMD. 72
Recomendaciones adicionales
3
No vinculadas a hallazgos específicos.
R1:
Develop a plan to meet additional staffing needs by December 31, 2018.
R2:
County must address recruitment and employee retention policies by October 31, 2018.
R3:
Investigate the use and implementation of drone technology by December 31, 2018. 85
Hallazgos & Recomendaciones
7 hallazgos
F1:
The City of Oroville has a severe budget shortfall.
F2:
Public Safety personnel received significant and consecutive salary cuts that have resulted in low morale and job uncertainty, impacting retention and recruitment.
F3:
The Director of Public Safety holds the positions of Police Chief, Fire Chief, Director of Personnel and Assistant City Administrator.
F4:
The City of Oroville Department of Public Safety is understaffed.
F5:
The City of Oroville agreed to hire additional sworn officers and support staff with the annexation of the Southside neighborhood.
F6:
No new City revenue stream is directed specifically for public safety.
F7:
There is a lack of equitable reciprocation between the City of Oroville Department of Public Safety and neighboring fire protection and law enforcement entities. 59
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
R1:
Eliminate the position of Director of Public Safety by December 31, 2018.
R2:
Hire a Fire Chief with a singular focus in fire protection by December 31, 2018.
R3:
Hire a Police Chief with a singular focus in law enforcement by December 31, 2018.
R4:
Equip police patrol cars with computers by December 31, 2018.
R5:
Identify and obtain untapped revenue sources and earmark new revenue specifically for public safety by December 31, 2018.
R6:
LAFCo and the City of Oroville must work together to develop and submit an implementation plan to merge the El Medio Fire Protection District to the City of Oroville Fire Department and begin the process by October 31, 2018.
R7:
Meet sworn officer and support personnel needs as recommended, and agreed upon, in the Final Report South Oroville Areas A & B Annexation Study for Butte County/City of Oroville, dated June 27, 2014 by December 31, 2018.
R8:
The City must host a minimum of three public Town Hall Meetings, facilitated by an independent third party, focused on public safety. The first of the three meetings must be held by September 30, 2018. The last of three meetings to be held no later than June 30, 2019. 60
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
8 hallazgos
F1:
Over the past few years, as City staff positions have become vacant, the decisions about whether to fill a position or leave it vacant have been made “on the fly.” There is no overall plan regarding City staffing. Conducting an internal review of the City staff is simply not practical under the current circumstances given the shortage of staff.
F2:
Having one employee act as the City Administrator while also directing four City departments created an unhealthy situation.
F3:
Oroville has had five City Administrators during the past eight years. The turnover has had a negative impact on City staff morale.
F4:
Having the Oroville City Director of Public Safety also serving as the Director of Human Resources is inappropriate.
F5:
Although the City of Oroville has taken a number of drastic steps to reduce spending, the growth of general fund expenditures continues to greatly outpace the growth of current revenue.
F6:
There is mistrust and misunderstanding among the current members of the City Council leading to an unusually high level of dysfunction.
F7:
All of the members of the Oroville City Council are striving to do what they think is best for the City. There is, however, disagreement among the City Council Members over how to achieve these goals.
F8:
The Oroville City web page for “Contact City Council” did not provide the Grand Jury access to the City Council members. 32
Recomendaciones adicionales
8
No vinculadas a hallazgos específicos.
R1:
The City of Oroville should contract with a consultant to perform a comprehensive analysis of the current City staff to ensure that the city has the appropriate number and types of positions to perform the services required for a city the size of Oroville. The analysis should propose reassignment of duties where warranted. The analysis should include a prioritization for filling each position.
R2:
The Oroville City Council should amend the City Charter to provide for a City Manager position in place of the City Administrator position.
R3:
The Oroville Finance Director should be designated as the Human Resources Director.
R4:
The Oroville City Council should explore all possible sources of additional revenue and implement those that will allow the City to fill all of its high priority positions.
R5:
The Oroville City Council should work towards better collaboration by participating in periodic social and team-building activities.
R6:
The Oroville City Council should meet annually to establish a list of priorities for the City to serve as a guideline throughout the year for Council actions.
R7:
The City Council needs to be more accessible and responsive to the citizens of Oroville thru operational and valid emails and phone numbers.
R8:
The City of Oroville should provide basic technology training for the City Council members. 33