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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.
⚠️ 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 11 findings
F1
Page 29
There are county employees, at all levels, who do not acknowledge that they are part of the county’s dysfunction.
F2
Page 29
County departments generally operate as separate entities with little regard or communications with other departments.
F3
Page 29
The office of the Chief Administrative Officer has not always had strong support from all department directors and the Board of Supervisors.
F4
Page 29
Department directors are not meeting regularly to discuss and resolve interdepartmental and county-wide issues.
F5
Page 29
The Human Resources Department does not have a strong labor relations commitment.
F6
Page 29
Without regular meaningful performance evaluations, the county lacks the ability to evaluate employees for promotion and discipline. Evaluations would also provide feed back to the employees.
F7
Page 29
Training is often neglected due to budget limitations.
F8
Page 29
The Human Resources Department leadership, along with other county department leaders, are not enforcing policies and procedures. This lack of leadership fosters violations and misconduct by county employees.
F9
Page 29
The County does not attract sufficient qualified applicants due to lack of positive working environment and competitive compensation policies.
F10
Page 29
Electronic technology is not being utilized to its fullest.
F11
Page 29
Workplace values, such as pride, respect, responsibility, and professionalism are not always held in high regard. 2003/2004 El Dorado County Grand Jury Investigations & Reports 20
Recommendations 11
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R1Page 28For anything to change, there must first be a county-wide recognition and acknowledgement of the county dysfunction. Employees at all levels must critique themselves for improvement.
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R2Page 28The Board of Supervisors and department directors must provide strong support for the Chief Administrative Officer in consolidating and streamlining county government.
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R3Page 28The Chief Administrative Officer and department directors must meet monthly to set goals, make plans, review progress, and establish priorities.
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R4Page 28The Board of Supervisors must direct the Chief Administrative Officer to establish a strong labor relations program.
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R5Page 28Meaningful performance evaluations must be done regularly. Each department director must establish standards and goals that actually measure the effectiveness of their department with time frames to meet these requirements.
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R6Page 28Provide training programs for newly hired, recently promoted, and present employees. Training must include department basics, leadership, and communications.
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R7Page 28County-wide codes of behavior, conduct and dress must be developed by Human Resources with cooperation of the union officials. Empower the Human Resources Department to enforce these rules and provide these rules to employees.
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R8Page 28Explore and develop a clear policy for employee promotion.
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R9Page 28Review and upgrade compensation policies to allow the county to be competitive.
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R10Page 28Major software companies should be consulted to review county operations and make recommendations for improvement. See IT report for additional recommendations.
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R11Page 28The Board of Supervisors, department directors and employees, must support important workplace values, such as pride, respect, responsibility, and professionalism.
Agency Responses 2
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.