Score: +9
(9/1/0)
Mendocino County Grand Jury
• 2024-2025
Accountability at the County
⚠️ 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.
Findings and Recommendations 25 findings
F1
The HR Department has not had consistent qualified leadership for the last 25 years.
Related Recommendations (1)
R1
Explore ways to encourage longer tenure for the HR Director role, such as including a bonus clause in the contract for a time commitment, or other incentives to stay. (F1, F2,
F2
The constant turnover in the HR Director position prevents clear direction or policy objectives and obstructs any possibility of a long-term vision for the department.
Related Recommendations (1)
R2
Prioritize hiring an HR Director, and target hiring Candidates must have HR specific education and qualifications, and either HR Director or significant HR Department experience (preferably for a county or municipality). Job posting should be live by September 30, 2023. Use all resources including recruitment agencies to get qualified candidates. (F1, F2, F3, F4, F5, F6, F7, F8, F9, F10, F11, F12, F13, F14, F15, F16, F17,
F3
The constant turnover in the HR Director position has led to staff confusion, inefficacy, discouragement, and job attrition within the HR department.
No recommendations for this finding
F4
The current interim HR director is commended for doing all she can to support the HR department’s day-to-day functionality. However, leading the department forward is beyond her capacity because her time is split between five County departments and multiple other duties.
No recommendations for this finding
F5
The HR department employees, particularly the four HR managers, are commended for keeping the HR Department functioning through years of transitory HR Directors (or the lack thereof). However, HR managers are unable to engage in long-term strategic planning or process improvement as their workdays are preoccupied with putting out daily fires and ensuring the basic functions of HR are completed.
No recommendations for this finding
F6
The challenges faced by the HR Department are likely to continue for the foreseeable future because the BOS and CEO have stopped recruiting a department director and have recently unfunded the position. Performance Management - Performance management strategies are underutilized by the County, and the current performance review process does not promote professional development of employees and does not promote accountability. Specifically:
No recommendations for this finding
F7
Performance assessments are based solely on a numeric rating scale, severely limiting opportunities for constructive feedback. The lack of supporting information prevents sufficient accountability or a useful record of employee performance.
Related Recommendations (3)
R6
Write procedural guidelines describing the updated Performance Management policy, including the recommended changes to the assessment process, as well as guidelines on implementing formal goal-setting and ongoing coaching check-ins during the year. Complete of hiring an HR Director. (F7, F8, F11, F12)
R7
Update the performance assessment form before EOY 2023 to include open text boxes under appropriate ratings to require supporting details, relevant qualitative feedback, and examples that justify the rating for all employees. (F7)
R8
Update the performance assessment form before EOY 2023 to include additional sections where managers can list the goals and expectations of the past year that the employee is being assessed against, a summary and assessment of their completed work, the short and long-term objectives, and steps for improvement when necessary. (F7, F11, F12) 22
F8
There is no process within HR or most County departments to ensure that employee performance assessments are consistent and equitable across workgroups and organizations.
Related Recommendations (2)
R4
Direct the department heads (for department level) and HR (at County level) to perform oversight/audit of performance assessments to ensure consistent, equitable, and standardized assessments across workgroups, and to assess and develop managers’ performance assessment skills. This should be conducted annually beginning EOY 2023. (F8, F11, F12)
R6
Write procedural guidelines describing the updated Performance Management policy, including the recommended changes to the assessment process, as well as guidelines on implementing formal goal-setting and ongoing coaching check-ins during the year. Complete of hiring an HR Director. (F7, F8, F11, F12)
F9
HR is unable to consistently ensure all performance assessments are completed, completed on time, and submitted to HR for the records.
Related Recommendations (1)
R3
Reinforce that assessments are mandatory for all employees, all levels, even step 5. Assessments should be audited and tracked by HR across the organization to ensure all are completed. This should be completed by EOY 2023. (F9, F10)
F10
Once employees reach step 5 of the salary schedule, they often no longer receive performance assessments, which limits opportunities for growth and accountability for their work. 19
Related Recommendations (1)
R3
Reinforce that assessments are mandatory for all employees, all levels, even step 5. Assessments should be audited and tracked by HR across the organization to ensure all are completed. This should be completed by EOY 2023. (F9, F10)
F11
Managers do not receive sufficient training from HR or departmental leadership on effective performance assessment strategies. Neither HR nor departmental leadership participate in supervisor assessments of lower-level employees to evaluate supervisor’s performance management and assessment skills.
Related Recommendations (5)
R4
Direct the department heads (for department level) and HR (at County level) to perform oversight/audit of performance assessments to ensure consistent, equitable, and standardized assessments across workgroups, and to assess and develop managers’ performance assessment skills. This should be conducted annually beginning EOY 2023. (F8, F11, F12)
R6
Write procedural guidelines describing the updated Performance Management policy, including the recommended changes to the assessment process, as well as guidelines on implementing formal goal-setting and ongoing coaching check-ins during the year. Complete of hiring an HR Director. (F7, F8, F11, F12)
R8
Update the performance assessment form before EOY 2023 to include additional sections where managers can list the goals and expectations of the past year that the employee is being assessed against, a summary and assessment of their completed work, the short and long-term objectives, and steps for improvement when necessary. (F7, F11, F12) 22
R9
Develop follow-up training on effective performance management for all employees (manager and frontline). This training should take the basics learned in the current Vector Solutions training and connect them to each employee’s particular workplace and the County’s specific PM process. Training development should begin by EOY 2023 and should be implemented in 2024. (F11)
R10
Develop a formal process for managers to implement and track ongoing coaching sessions with their direct reports of the HR Director’s hire date. (F11, F12) Address workplace culture issues to cultivate a positive working environment and reduce attrition. Specifically:
F12
The County PM process does not facilitate performance management strategies like SMART goal setting, continuous coaching, or 180- or 360-degree assessments. Workplace Culture - A fair and healthy workplace environment is critical to employee satisfaction, retention, and productivity. Workplace culture issues are significantly impairing the County’s functionality. Specifically:
Related Recommendations (5)
R4
Direct the department heads (for department level) and HR (at County level) to perform oversight/audit of performance assessments to ensure consistent, equitable, and standardized assessments across workgroups, and to assess and develop managers’ performance assessment skills. This should be conducted annually beginning EOY 2023. (F8, F11, F12)
R5
Implement 180-degree assessments and employee assessments of their supervisors of the new HR Director’s hire date. (F12)
R6
Write procedural guidelines describing the updated Performance Management policy, including the recommended changes to the assessment process, as well as guidelines on implementing formal goal-setting and ongoing coaching check-ins during the year. Complete of hiring an HR Director. (F7, F8, F11, F12)
R8
Update the performance assessment form before EOY 2023 to include additional sections where managers can list the goals and expectations of the past year that the employee is being assessed against, a summary and assessment of their completed work, the short and long-term objectives, and steps for improvement when necessary. (F7, F11, F12) 22
R10
Develop a formal process for managers to implement and track ongoing coaching sessions with their direct reports of the HR Director’s hire date. (F11, F12) Address workplace culture issues to cultivate a positive working environment and reduce attrition. Specifically:
F13
Workplace culture issues are a significant concern among employees and these issues have led directly to attrition.
Related Recommendations (4)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R13
Communicate Ombuds program to all County employees underlining program principles of impartiality, confidentiality, independence, and informality to build trust that anyone raising concerns is legally protected. Complete within three months of program creation. (F13,
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
F14
Employees feel that County leadership has not done enough to address workplace culture issues in some departments.
Related Recommendations (4)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R14
Direct the Ombuds to track and trend reported issues and report to leadership every six months to identify issues that may be becoming widespread. (F13, F14, F15, F16, F17,
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
F15
Employees do not trust the existing process for reporting harassment and discrimination.
Related Recommendations (4)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
R16
Communicate in 2023, and annually thereafter, with all employees to improve the awareness and understanding of the current discrimination and harassment policy and reporting options. (F15) 23 Address staffing issues by reducing the time from application submission to hire notification, and the total time from job requisition approval to hire. Specifically:
F16
There is no formal protected process for employees to report other types of workplace culture issues, which contributes to limited reporting due to fear of retaliation
Related Recommendations (3)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
F17
There is no formal process for employees to report other types of workplace culture issues, therefor employees state they do not report because they see no meaningful change as a result.
Related Recommendations (3)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
F18
Workplace culture and management issues cause attrition across departments and reduce applicants for County jobs. Understaffing is an ongoing issue with ripple effects throughout the County. Many of these issues were reported in the 2013 GJ “Human Resources” report. Specifically:
Related Recommendations (3)
R11
Look into the feasibility of creating an Ombuds program or similar by March 2024. Responsibilities of the Ombuds would initially include training of all management staff on the process of appropriate handling of reported issues, underlining program principles of impartiality, confidentiality, independence, and informality to build trust that those raising concerns are legally protected. (F13, F14, F15, F16, F17, F18)
R12
Authorize formal Ombuds training/certification (such as International Ombuds Association) for Ombuds at minimum, immediately following the creation of the Ombuds program. Ombuds may then train any other staff responsible for accepting or working on employee reports. (F13, F14, F15, F16, F17, F18)
R15
Direct the Ombuds to document results of investigations of reported issues, as well as any action taken to address the issue. Ombuds and their leadership should regularly review and ensure that corrective actions taken are appropriate in scale and effectively remedy the issue. (F13, F14, F15, F16, F17, F18)
F19
Understaffing across departments has caused underperformance, slow progress, and service failures at the County.
Related Recommendations (4)
R17
Set timeline expectations and track the hiring timeline with a standardized report from year to year, and report on them at department level and to the HR Director. Key metrics should include: • Time elapsed between when job was requested by department and approved, and when job was posted for hire • Time elapsed between when listing is posted and when list of approved applicants is given to hiring manager • Time elapsed between when the hiring manager receives a list of eligible applicants and when job offer is extended (F19, F20, F21, F22)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
R23
Identify positions that are particularly difficult to find applicants for due to widespread state and national shortages (such as Social Services), and research ways to support local training and certification at both high school and college level, as well as with the Mendocino County Office of Education’s Institute of Career Education. (F19, F20, F23)
R24
Track vital staffing statistics such as job vacancy rates and turnover rates in the County and include those statistics in the public CEO report. (F19, F20, F21, F22, F23) Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. RESPONSES
F20
The County has a 27.5% vacancy rate overall, with some departments experiencing vacancy rates as high as 49%.
Related Recommendations (4)
R17
Set timeline expectations and track the hiring timeline with a standardized report from year to year, and report on them at department level and to the HR Director. Key metrics should include: • Time elapsed between when job was requested by department and approved, and when job was posted for hire • Time elapsed between when listing is posted and when list of approved applicants is given to hiring manager • Time elapsed between when the hiring manager receives a list of eligible applicants and when job offer is extended (F19, F20, F21, F22)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
R23
Identify positions that are particularly difficult to find applicants for due to widespread state and national shortages (such as Social Services), and research ways to support local training and certification at both high school and college level, as well as with the Mendocino County Office of Education’s Institute of Career Education. (F19, F20, F23)
R24
Track vital staffing statistics such as job vacancy rates and turnover rates in the County and include those statistics in the public CEO report. (F19, F20, F21, F22, F23) Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. RESPONSES
F21
The hiring process is reported to average 2-4 months before an applicant is notified of a job offer, sometimes up to 6 months, resulting in the loss of qualified applicants.
Related Recommendations (6)
R17
Set timeline expectations and track the hiring timeline with a standardized report from year to year, and report on them at department level and to the HR Director. Key metrics should include: • Time elapsed between when job was requested by department and approved, and when job was posted for hire • Time elapsed between when listing is posted and when list of approved applicants is given to hiring manager • Time elapsed between when the hiring manager receives a list of eligible applicants and when job offer is extended (F19, F20, F21, F22)
R18
Provide training for department hiring managers on effective and timely hiring and interviewing to reduce the time required to interview qualified candidates. (F21, F22)
R19
Follow-up with hiring managers if interviews have not been completed within the expected timeline of receiving the list of qualified candidates. If hiring managers fail to conduct interviews in a timely way, HR should escalate to department heads. (F21, F22)
R20
Collect data on why applicants decline job offers. This data should be reported to the HR Director every six months. If there is a trend in reasons for declining, this must be reported to the BOS and to the CEO. (F21, F22, F25)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
R24
Track vital staffing statistics such as job vacancy rates and turnover rates in the County and include those statistics in the public CEO report. (F19, F20, F21, F22, F23) Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. RESPONSES
F22
Hiring managers average over a month to interview the approximately 10 people on the list of qualified candidates received from HR. 20
Related Recommendations (6)
R17
Set timeline expectations and track the hiring timeline with a standardized report from year to year, and report on them at department level and to the HR Director. Key metrics should include: • Time elapsed between when job was requested by department and approved, and when job was posted for hire • Time elapsed between when listing is posted and when list of approved applicants is given to hiring manager • Time elapsed between when the hiring manager receives a list of eligible applicants and when job offer is extended (F19, F20, F21, F22)
R18
Provide training for department hiring managers on effective and timely hiring and interviewing to reduce the time required to interview qualified candidates. (F21, F22)
R19
Follow-up with hiring managers if interviews have not been completed within the expected timeline of receiving the list of qualified candidates. If hiring managers fail to conduct interviews in a timely way, HR should escalate to department heads. (F21, F22)
R20
Collect data on why applicants decline job offers. This data should be reported to the HR Director every six months. If there is a trend in reasons for declining, this must be reported to the BOS and to the CEO. (F21, F22, F25)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
R24
Track vital staffing statistics such as job vacancy rates and turnover rates in the County and include those statistics in the public CEO report. (F19, F20, F21, F22, F23) Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. RESPONSES
F23
The County is experiencing major challenges retaining employees. Average turnover rate in the County was 30.6% in 2022, with turnover among some job classifications up to 120% in a year.
Related Recommendations (4)
R21
Assign a relocation support person for new employees of publication of this report. Similar to a “concierge” type concept, they will help new employees adapt to, get connected with, and settled into our County. (F23, F24)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
R23
Identify positions that are particularly difficult to find applicants for due to widespread state and national shortages (such as Social Services), and research ways to support local training and certification at both high school and college level, as well as with the Mendocino County Office of Education’s Institute of Career Education. (F19, F20, F23)
R24
Track vital staffing statistics such as job vacancy rates and turnover rates in the County and include those statistics in the public CEO report. (F19, F20, F21, F22, F23) Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. RESPONSES
F24
Understaffing issues have been exacerbated by the instability within HR. Consistent turnover in HR leadership has impaired HR’s ability to effectively handle recruitment and on-boarding duties for other County departments.
Related Recommendations (2)
R21
Assign a relocation support person for new employees of publication of this report. Similar to a “concierge” type concept, they will help new employees adapt to, get connected with, and settled into our County. (F23, F24)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
F25
The County as an employer has suffered due to the workplace culture, which makes the County less attractive to potential applicants. 21
Related Recommendations (2)
R20
Collect data on why applicants decline job offers. This data should be reported to the HR Director every six months. If there is a trend in reasons for declining, this must be reported to the BOS and to the CEO. (F21, F22, F25)
R22
Reestablish the collapsed MCELT Recruitment and Retention team to review the prior team notes and progress, add their own recommendations, and combine those with the GJ’s recommendations to determine how best to enact the recommendations they select. Reform the team by October of 2023. (F19, F20, F21, F22, F23, F24, F25)
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
County of Mendocino
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Mendocino County
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