Butte County Grand Jury • 2017-2018

Artist: Isabella McMurry, Inspire School of Arts and Sciences

Published: July 09, 2018 97 pages Consolidated Report

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⚠️ 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 8 findings

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.

Having one employee act as the City Administrator while also directing four City departments created an unhealthy situation.

Oroville has had five City Administrators during the past eight years. The turnover has had a negative impact on City staff morale.

Having the Oroville City Director of Public Safety also serving as the Director of Human Resources is inappropriate.

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.

There is mistrust and misunderstanding among the current members of the City Council leading to an unusually high level of dysfunction.

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.

The Oroville City web page for “Contact City Council” did not provide the Grand Jury access to the City Council members. 32

Recommendations 9

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
R9

The Oroville website should be checked and updated frequently for accuracy and maintained for the benefit of its constituents.

Conclusions 4

CL1 Page 25

The independent auditor found the County’s financial report was in compliance with Generally Accepted Government Auditing Standards. The independent auditor recommended that the County perform bank reconciliations for all outside bank accounts on a monthly basis, especially at year-end. The County agreed with the recommendation and has implemented it. The independent auditor also recommended that the County extend its review of significant cash disbursements beyond August 30th of each year, to ensure the year-end accounts payable balance is complete. The County agreed with the recommendation and will adjust their practices accordingly. The County continues to maintain its credit rating of A+ by Standard and Poor’s Rating Service. In 2017, the Government Finance Officers Association awarded the prestigious Certificate of Achievement for the Excellence in Financial Reporting to the County for the 11th consecutive year.
CL2 Page 42

Oroville continues to face many problems that were not adequately addressed by the City Council over the past ten years: rising costs coupled with insufficient revenue; the inability to find a strong, qualified candidate who would remain in the position of City Administrator for a reasonable period of time; and disagreements and mistrust among the Members of the City Council. In addition, recent steps taken by City management to cut staffing to balance the budget have left the City with a demoralized, depleted staff. The City Council needs to take drastic measures to break out of this vicious cycle. 31
CL3 Page 52

The TTCD is multi-faceted, performing a wide range of functions in support of County departments and outside entities needing a ‘central bank’ function. The TTCD is highly organized and has developed an extensive collection of procedure manuals and reference materials to ensure duties are performed properly, within legal parameters, and employing sound financial business practices. Employees are cross-trained to improve the TTCD’s efficiency. Training opportunities are available and the TTCD encourages staff to participate. Approximately 25% of all revenue collected directly benefits the County’s General Fund. The TTCD manages investments on behalf of the County, school districts, special districts and various funds. All investment vehicles are AA-rated or higher. Investments are monitored on a daily basis and investment reports are prepared monthly. The office follows a five-year investment strategy. The Butte County Pooled Treasury Portfolio’s investment strategy consistently outperforms the State of California’s Local Agency Investment Fund (LAIF). 41 The Grand Jury focused on the operations and management of the TTCD. Staff and management expressed safety and space issues to be of concern, especially during peak payment periods. A review of the 2007-2008 Grand Jury Treasurer-Tax Collector Report also cited space as an issue needing to be addressed.
CL4 Page 70

The Grand Jury has found that the City of Oroville needs additional revenue sources. These new revenue sources should be directed specifically for Public Safety and used for the hiring and retention of sworn officers and fire personnel, equipment, and other necessities for the overall general public safety and the citizens of the City of Oroville.

No Responses Found 6

Government entities assigned to respond to this report. No response documents have been linked in our database.

Butte County County

Butte County Board of Supervisors Elected County Office

Butte County County Clerk-Recorder Elected County Office

Butte LAFCO Lafco

Thermalito Union Elementary School District

Town of Paradise Town