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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 8 findings
F1
Page 43
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.
F2
Page 43
Having one employee act as the City Administrator while also directing four City departments created an unhealthy situation.
F3
Page 43
Oroville has had five City Administrators during the past eight years. The turnover has had a negative impact on City staff morale.
F4
Page 43
Having the Oroville City Director of Public Safety also serving as the Director of Human Resources is inappropriate.
F5
Page 43
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.
F6
Page 43
There is mistrust and misunderstanding among the current members of the City Council leading to an unusually high level of dysfunction.
F7
Page 43
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.
F8
Page 43
The Oroville City web page for “Contact City Council” did not provide the Grand Jury access to the City Council members. 32
Recommendations 8
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R1Page 44The 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.
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R2Page 44The Oroville City Council should amend the City Charter to provide for a City Manager position in place of the City Administrator position.
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R3Page 44The Oroville Finance Director should be designated as the Human Resources Director.
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R4Page 44The 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.
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R5Page 44The Oroville City Council should work towards better collaboration by participating in periodic social and team-building activities.
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R6Page 44The 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.
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R7Page 44The City Council needs to be more accessible and responsive to the citizens of Oroville thru operational and valid emails and phone numbers.
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R8Page 44The City of Oroville should provide basic technology training for the City Council members. 33