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Findings and Recommendations 14 findings
F1
The Clerk of the Board (COB) is a department head, with a budget calling for a total staff of four.
No recommendations for this finding
F2
In addition to its direct support of the Board of Supervisors (BOS), the COB staff manages Board appointments to more than 110 commissions, boards, and committees.
No recommendations for this finding
F3
As of December 2005, all non-elected County department heads are supervised by the Chief Executive Officer (CEO), except for the County Counsel and the COB.
Related Recommendations (1)
R1
the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
F4
At the time of the creation of the CEO position, consideration was given to placing the COB under the CEO for administration and supervision, but that proposal was rejected by the BOS.
No recommendations for this finding
F5
The COB is responsible for a wide range of functions, including the production of agendas and minutes of BOS meetings.
No recommendations for this finding
F6
The agenda for Tuesday BOS meetings is generally made public by end of business on the Thursday before each meeting.
Related Recommendations (1)
R4
background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F7
Background documents for agenda items are usually available at the COB office on Thursday before the Tuesday BOS meeting.
Related Recommendations (1)
R4
background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F8
The COB office is currently closed to the public on Fridays.
Related Recommendations (2)
R3
the resources of the COB be reallocated or increased in order to keep the office open to the public on Fridays. (Finding 8)
R4
background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F9
The BOS has not defined performance criteria for the COB position.
Related Recommendations (2)
R1
the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2
the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F10
Performance reviews of the COB have not been carried out in a regular or timely fashion.
Related Recommendations (2)
R1
the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2
the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F11
Supervision and performance reviews of the COB are currently the responsibility of the five- member BOS.
Related Recommendations (2)
R1
the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2
the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F12
The turnover rate in COB office staff has been unusually high for a number of years. From the start of 2000 through the end of 2005, at least six full time employees were hired and have since left this office.
No recommendations for this finding
F13
The COB office was understaffed at the time of the investigation, having, in addition to the Clerk, two full-time employees and one part-time employee.
No recommendations for this finding
F14
The posting of BOS meeting minutes, a responsibility of the COB, is at times delayed.
No recommendations for this finding
Comments 1
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CO1The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
No Responses Found 1
Government entities assigned to respond to this report. No response documents have been linked in our database.
Mendocino County Board of Supervisors
Elected County Office