⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 12 findings
F1
Page 15
The SBR required that a Director be employed for 5 years or more in order to receive payment for unused sick leave.
F2
Page 15
A lack of detailed policies and procedures between HR and CAO ultimately led to a significant overpayment to the former Director of HR.
F3
Page 15
The payout error in this report was discovered by an unrelated inquiry, a year after it occurred.
F4
Page 15
The CFYWDw as completed in error. It was reviewed and approved by three separate managers in two departments before it was forwarded to the Payroll Division for final review and payment.
F5
Page 15
The departing HR Director approved their timecard in KRONOS which included the sick leave hours. The current review and approval process failed to find and correct the data entry error in KRONOS.
F6
Page 15
The Auditor Controller’s Office does not have standardized written procedures to complete the CFWD form for departing unrepresented employees. Lack of standardized written procedures in the use of the CFWD form resulted in calculation errors among different departments.
F7
Page 15
There is no established chain of overall accountability when submitting and approvingf inal payouts.
F8
Page 15
CAO Managers and the Auditor Controller's Office relied solely on the accuracy of employees who independently generated the CFWD form based on erroneous information in the KRONOS database. June 2023 $28,149 Erroneous Overpayment El Dorado County 2022-2023 Grand Jury
F9
Page 26
P&C Staff are not cross trained to perform both procurement and contract functions.
F10
Page 26
There is no evidence that the P&C Division is exploring, or has explored, other purchasing methods. Certain EDC departments may benefit from more tailored approaches such as Job Order Contracting.
F11
Page 26
The Risk Management analysis is toward the end of the P&C contract review process. Positioning this critical RM review at the end of the contract review processh as resultedin extendedd elays. June 2023 Procurement & Contracts El Dorado County 2022-2023 Grand Jury Report
F12
Page 27
EBIX is contracted to and paid by EDC to maintain up-to-date and accurate information regarding insurance for EDC vendors, yet RM staff spend their time tracking down up-to-date insurance certificates instead of EBIX.
Recommendations 12
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R1Page 16Policies and procedures should be established that are specific to payouts for unrepresented management staff by the HR Department by December, 31, 2023.
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R2Page 16Prior to computation of final wages due, HR should take the initial step to confirm the terms of each employee's specific agreement as it relates to unused sick leave and vacation pay due. Once eligibility is determined by HR, the information should then be forwarded to the affected departments as well as the Payroll Division. This should be implemented
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R3Page 16The HR Department should perform annual audits of past payout exit documents for benefits entitled to unrepresented employees beginning in 2023.
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R4Page 16The Auditor Controller should establish policies and proceduresw hich outline the chain of custody for the accuracy of the KRONOS database prior to CFWD form sign-off. These standardized procedures should be used by all County Departments. This should be implemented
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R5Page 16CAO should establish policies and procedures to prohibit any employee from approving their own final payout. In the case of a resigning department head, the approval should be made by the CAO or BOS. This should be implemented
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R6Page 16The Auditor Controller should modify the CFWD form to include safeguards and/or a field designating the eligibility of an employee for specific benefits. There should be a roadblock prohibiting the continuation with the payout computation, unless the employee is, in fact, eligible for a specific payout. For example, if the bargaining unit field indicates “UD” and the years of service field is less than 5 years, the ability to continue the payout for sick leave will be blocked. This should be implemented
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R7Page 16The Auditor Controller should establish Policies and Procedures to ensure that when a County employee is erroneously overpaid, a standardized repayment process is initiated immediately.T his should be implemented by December 31, 2023 June 2023 $28,149 Erroneous Overpayment El Dorado County 2022-2023 Grand Jury
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R8Page 27Review and update the New Contract Development Process Document (dated October 30, 2019) by December 31, 2023,
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R9Page 27The P&C Division should develop a customer survey program for internal EDC customers and external vendors, to determine if they are meeting the needs of their customers. There should be survey questions focused on the communication of P&C staff with all customers and vendors. Surveys should be June 2023 Procurement & Contracts El Dorado County 2022-2023 Grand Jury Report reviewed by CAO and P&C management and results posted on the P&C Division web page as well as incorporated into policy and procedures updates. A customer survey program should be developed and implemented by December 31 , 2023.
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R10Page 28The P&C Division should identify a solution to provide timely updates throughout the contract approval process for its customers
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R11Page 28The P&C Division should continue to develop and make available P&C training modules for EDC customers and outside vendors, focusing on how to best navigate the P&C process. An annual schedule for training should be developed
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R12Page 28Develop and implement an internal training program to cross train P&C staff to perform both the procurement and contract functions of the division
Conclusions 2
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CL1 Page 61The Caldor Fire has fundamentally changed the Grizzly Flats community. GFCSD is likely to have fewer customers going forward for years and may never return to the level of operations that existed before the fire. The GFCSD based its revenue on the assumption that 622 parcels would be paying the monthly base rate plus volumetric usage. The loss of volumetric revenue results in approximately $11,000 1essr evenue each month and the GFCSD is headed toward insolvency. The GFCSD must take into consideration the loss of two thirds of developed parcels that are no longer using water and must reconfigure rates in accordance with the requirements of Proposition 218 to survive. How GFCSD will upgrade the water service infrastructure to meet current residential and commercial building requirements for new structures’ sprinkler system remains an open issue June 2023 Special Districts Page 11 of 13 2022-2023 Grand Jury
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CL2 Page 71Based on the review by the Grand Jury of the above reports, it was determined neither an onsite inspection nor an investigation was warranted. Therefore, no report was written . June 30, 2023 El Dorado County Civil Grand Jury
No Responses Found 3
Government entities assigned to respond to this report. No response documents have been linked in our database.
El Dorado County Board of Supervisors
Elected County Office
El Dorado County District Attorney
Elected County Office
El Dorado County Sheriff
Elected County Office