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Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
Lake County Grand Jury
• 2009-2010
City of Clearlake Financial Oversight
⚠️ 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 5 findings
F1
Page 61
There has not been enough money in the budget for several years to fix the roads properly and this year is no exception. The lack of staff and budget will result in the percentage of roads rated “poor” and “very poor” not improving in the foreseeable future. Budget and Finance Committee
Related Recommendations (2)
R1
Page 62
The Redevelopment Agency establish priorities to fix and upgrade the current roads before attracting new businesses and offsetting the possible million dollars held back by the State. (F1)
R2
Page 62
Budget money to improve grant writing and managing the Pubic Works department to attract funds and personnel for maintaining the streets. (F1) Budget and Finance Committee
F2
Page 62
With the State’s financial crisis impacting the city, no change in sight in the near future and with the possibility of another $1,000,000 reduction, the City must implement as many cost saving measures as they can find.
Related Recommendations (1)
R3
Page 63
In order to do their part to meet the financial constraints placed on the city and to demonstrate their leadership to the employees who are continuing to take the brunt of the cost reductions and workload increases, the elected officials take an equivalent reduced benefit or pay. Even though they are allowed the benefits by state code, we recommend the elected officials show solidarity with the employees and voluntarily take a significant amount of reduction. (F2, F3)
F3
Page 62
As a result of the current financial problems, the city now has 42 full time equivalent city employees, down from 55 employees last year. As the City struggles financially and reduces the number of employees and impacts their pocketbooks, elected officials continued receiving $19,960 per council member to provide personal health insurance (medical, dental, and vision benefits) in spite of the 2008/2009 Grand Juries recommendation to reduce it.
Related Recommendations (1)
R3
Page 63
In order to do their part to meet the financial constraints placed on the city and to demonstrate their leadership to the employees who are continuing to take the brunt of the cost reductions and workload increases, the elected officials take an equivalent reduced benefit or pay. Even though they are allowed the benefits by state code, we recommend the elected officials show solidarity with the employees and voluntarily take a significant amount of reduction. (F2, F3)
F4
Page 62
No one was able to document or provide to the Committee the supporting data showing the Animal Control’s projected savings of $100,720. Continued follow-up inquiries by the Grand Jury to determine the details of the savings projected were unsuccessful. The projected savings was basically a “seat of the pants guess” provided by the City Manager with no effort made to retain any detailed backup as to how the savings were calculated. Thus it is not possible to grade the accuracy of this projected savings. A current estimate provided by the City Manager was that it will save $25,000 per year. At this time, there is not a separate Fund / Department in the budget to track the costs so the public will never know what the costs really are. Given the potential extra costs for facilities and labor to run the animal control operation, and the impact on the Police Department, there will likely be extra costs rather than savings while at the same time providing reduced and poorer service. In the mean time, the City utilizes County Animal Control services.
Related Recommendations (3)
R4
Page 63
The Finance Director establish a separate Fund / Department for Animal Control to include ALL related costs. (F4)
R5
Page 63
The City Council establish a policy that when decisions are made affecting the City budget, the City Council be provided backup financial detail prepared by the Finance Director and that the detail be available and kept with the budget for future measurement purposes. (F4)
R6
Page 63
The City Council renegotiate with the County to have them continue to provide the Animal Control services. This is based on the City Manager now forecasting only a $25k annual savings and the fact that no detail has been provided for any of the savings and it is likely to actually cost more with the current approach. In addition, a cost benefit analysis which includes documented estimates of all costs as compared to savings covering the next 5 years be prepared and provided to the City Council. (F4)
F5
Page 62
A Policy and Procedure Manual needs to be finished and approved so that the policies can be enforced. This Manual should include a procedure on the handling of mail. Recommendations:
Related Recommendations (1)
R7
Page 63
The City Manager complete the preparation and compilation of City policies and procedures and present to the Council for approval. (F5) Agency/Department(s) Required to Respond: City of Clearlake (90 Days) (R1, R2, R3, R4, R5, R6, R7) Budget and Finance Committee