Mendocino County Grand Jury
• 2010-2011
Covering Your Asphalt a Report on the Mendocino County Department of Transportation June 6, 2011
⚠️ 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.
Note: Missing finding numbers detected: F3, F13, F14, F17, F20, F30, F34
Findings and Recommendations 42 findings
F1
The MCDoT is responsible for 1011.8 miles of County roads and 157 bridges; 676.3 miles of roads are paved and 335.5 miles are not paved.
No recommendations for this finding
F2
The cost is less to maintain un-surfaced roads than to maintain paved roads. MCOG “State of the Pavements” presentation by the MCDoT Director, to BOS, on 6/14/2011 1 3. Revenues come from State and Federal gas taxes, a voter-approved road tax collected through property tax, and State and Federal grants, which require some matching funds.
No recommendations for this finding
F4
The Federal and State Highway User Gas Tax, a revenue stream for MCDoT, is collected through a per-gallon surcharge. Expected revenues from the State have been delayed in recent times.
No recommendations for this finding
F5
On April 25, 2011, the MCDoT accumulated fund balance was $4,649,927, restricted for use on road maintenance and road projects. The fund balance is not transferable or available for use by any other County departments.
No recommendations for this finding
F6
In 2006, MCDoT was awarded $6.5 million from Proposition 1b, which was received in three un-equal payments; the final payment of $3.1 million was received in 2010. These funds are restricted to road projects and must be used within three years of receipt.
No recommendations for this finding
F7
The MCDoT’s primary roadwork is performed during the spring and summer months. Projects are labor intensive and include planning, engineering, environmental studies, permits, securing right-of-ways, and collaborating with other agencies. Projects may take up to five years to complete.
No recommendations for this finding
F8
Of the 157 bridges in the County, 14 are scheduled for repair or replacement and are in various stages of the design and permit process.
No recommendations for this finding
F9
Most projects are reimbursed by the State and Federal government in payments for work performed.
No recommendations for this finding
F10
The budget units for MCDoT include: Road Maintenance, Storm Damage, Administration, Federal and State projects, Little River and Round Valley airports, Solid Waste, and Landfill Closure.
No recommendations for this finding
F11
Solid Waste, an enterprise fund, was recently privatized; however, MCDoT remains responsible for maintaining the closed landfills. The Solid Waste and the Landfill Closure budgets are funded by franchise fees paid by the private waste haulers.
No recommendations for this finding
F12
The MCDoT Organizational Chart (Appendix A) reflects: a Director/Road Commissioner, Assistant Director, and four Deputy Directors, one for each of the four divisions: • Road Maintenance • Engineering • Administration • Land Improvement 13. There are three budget units in the road fund division and revenues are restricted: • 3010 Administration and Maintenance • 3030 Storm Damage • 3041 Federal and State Projects 14. The preparation of the budget is based on projections of revenue. Anticipated projects contained within a budget may or may not be funded due to economic conditions.
Related Recommendations (2)
R1
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, review the levels of management at Mendocino County Department of Transportation, to determine if the Assistant Director and the four Deputy Directors are critical to the department, (Finding 12)
R2
the Mendocino County Chief Executive Officer and the Board of Supervisors consider consolidating management at the Mendocino County Department of Transportation, (Finding 12)
F15
On May 14, 2011, the number of employees at MCDoT was 87 full-time and eight extra- help. Solid Waste has one half-time position for the Landfill Closure.
No recommendations for this finding
F16
The MCDoT maintains two maintenance garages in Ukiah; one for vehicles and light trucks and one for heavy equipment. There are additional service yards located in Boonville, Point Arena, Covelo, Fort Bragg, Laytonville, and Willits. 2 17. The MCDoT maintains a drug-free workplace and is responsible for administering the Safety Sensitive Driver Program (SSD). In one incident, the protocols associated with SSD were not followed, which resulted in an audit exception. Non-compliance threatens Federal funding.
No recommendations for this finding
F18
The MCDoT has strict timelines in the case of establishing emergency declarations to receive reimbursement funding for emergency road repairs.
Related Recommendations (1)
R3
the Mendocino County Board of Supervisors return to the previous schedule of four meetings each month in order to avoid losing State and Federal funds during declared disasters, (Findings 18-19)
F19
The BOS has created difficulty for MCDoT by strict adherence to the agenda submittal process during times of emergency. In times of emergencies and unexpected circumstances, in order to ensure continued operations of MCDoT, necessary for the preservation of life or property, the BOS may not meet weekly. Findings - Purchasing 20. The Director-Road Commissioner, General Services Agency (GSA) Director, Chief Executive Officer (CEO), and department heads are authorized to negotiate with vendors and prepare purchase orders or formal contracts for purchases, as per Policy #1. When this express authority is not delegated, the Board of Supervisors (BOS) retains sole authority for that activity.
Related Recommendations (1)
R3
the Mendocino County Board of Supervisors return to the previous schedule of four meetings each month in order to avoid losing State and Federal funds during declared disasters, (Findings 18-19)
F21
Mendocino County Purchasing, Leasing, and Contracting Policy #1, includes the following: • Purchases of supplies and equipment, • Maintenance, rentals, and leases of equipment and other personal property, • Leases of real property, • Contracts for services.
No recommendations for this finding
F22
Competitive bidding is required for certain purchases or any individual items costing more than $10,000.
No recommendations for this finding
F23
Department heads can make and sign for purchases up to $25,000.
No recommendations for this finding
F24
The Purchasing Agent for MCDoT can make and sign for purchases up to $50,000. The BOS must approve and sign for purchases or contracts over $50,000. County Counsel must approve all contracts.
No recommendations for this finding
F25
Blanket Purchase Orders are issued to selected vendors and include a list of personnel who are approved to make purchases, and are not to exceed $2,000 per purchase unless authorized by the purchasing agent.
No recommendations for this finding
F26
The Purchasing Agent and the Auditor-Controller may authorize departments to make certain direct purchases with a County approved procurement card (P-Card).
Related Recommendations (1)
R4
the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)
F27
Only one P-Card is issued per department. The P-Card for MCDoT is held by the Senior Department Analyst; this arrangement makes it difficult when an emergency develops.
Related Recommendations (1)
R4
the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)
F28
The General Services Agency charges an internal fee of 13% to MCDoT to process P- Card purchases.
Related Recommendations (2)
R4
the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)
R5
the Mendocino County General Services Agency justify the 13% internal support charge for processing P-Card payments. The inter-departmental charge back fee must reflect the true cost, not percentage based or flat fee for these services, (Finding 28)
F29
The Director-Road Commissioner is the only person authorized to issue an Emergency Purchase Order. An emergency exists when an item must be purchased to continue operations or when the item is necessary for the preservation of life or property. Findings – Accounting 30. Mendocino County uses the Municipal Information System (MUNIS) accounting software.
No recommendations for this finding
F31
The MCDoT uses the Cost Accounting Management System (CAMS), which provides cost accounting features and interfaces with the MUNIS system for invoices and payroll. The CAMS system has the capability of issuing various detailed reports.
Related Recommendations (1)
R6
the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)
F32
The MCDoT is required to keep track of each job, including the documentation of all costs.
Related Recommendations (1)
R6
the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)
F33
The CAMS system has a tutorial component that senior management has failed to utilize effectively. Findings – Management 34. There are significant inter/intra-departmental barriers, communication deficiencies, and poor decision-making practices.
Related Recommendations (1)
R6
the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)
F35
The clerical staff is centralized but must obtain approval from the Deputy Director of Administration, prior to performing their departmental task. This process impedes efficiency because the department directors cannot assign clerical work to their own employees without the approval of the Deputy Director of Administration.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R10
the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F36
Management is performing routine clerical support tasks and errands that are typically performed by subordinates.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R10
the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F37
Division stakeholders are not allowed timely input, resulting in inefficiency and mistakes; key players do not agree on departmental priorities.
Related Recommendations (6)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F38
There is staff confusion regarding departmental responsibilities and authority.
Related Recommendations (6)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F39
The routine shifting of priorities within MCDoT is unnecessary and leads to inefficiency.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R15
the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F40
There is pervasive job discontent, leading to high turnover and loss of critical institutional knowledge.
Related Recommendations (9)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R15
the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F41
There is low staff morale within MCDoT due to management style.
Related Recommendations (8)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R13
the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F42
Since 2006, more than 70 employees have left, transferred, or retired from MCDoT.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F43
There are a number of current employees at MCDoT that are considering retiring, transferring, or seeking a new job outside MCDoT because of management practices.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F44
Individual employee complaints are handled within MCDoT and not addressed by County Human Resources.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F45
Annual Employee Performance Evaluation Reports are not completed or forwarded to County Human Resources in a timely manner.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F46
Management is practicing favoritism in hiring, personnel evaluations, and training.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F47
Grievances have been filed against management.
Related Recommendations (7)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R14
the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F48
Senior management at MCDoT was required to attend and did attend communication classes to improve communication skills between management and subordinates.
Related Recommendations (6)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
F49
The BOS has not adopted an anti-bullying policy, which would help alleviate low staff morale and productivity due to inappropriate or illegal management actions.
Related Recommendations (6)
R7
the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)
R8
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)
R9
the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)
R11
the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5
R12
the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)
R33
7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.