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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.

Butte County Grand Jury • 2006-2007

L a N D of N a T U R a L W E a L T H a N D Beauty Office Ofthe Auditor-controller County Administration Building 25

Published: June 12, 2008 81 pages
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Findings 16 findings

F1 Page 110
The Auditor-Controller has adjusted his behavior to spend more time in the office. The respondent disagrees wholly with this finding. The Auditor-Controller has not adjusted any behavior to spend more time in the office. Absences on the part of the Auditor-Controller have been related to time off for vacations, holidays, attending meetings held by The Auditors Association, several Association Committees as a member, Megabyte Property Tax Meeting, Property Tax Managers meetings, and absences for medical reasons for the Auditor and his family. If anything has affected the attendance of the Auditor-Controller between last year and this year, it is some improvements in the medical issues that have demanded less time.
F2 Page 110
The Auditor-Controller appears to be making some effort to improve his interaction style; however, he is still viewed as intimidating as a result of his condescending and critical style. While this style of management may have been common in previous decades, more recent styles include much more positive, supportive guidance interaction. The respondent partially disagrees with the finding. As a supervisor, there are times when one must be critical of certain actions by an employee, and correction is necessary. Employees are encouraged with positive comments when appropriate and the Auditor-Controller will continue with this practice. Every individual can learn and gain from training and the Auditor-Controller is in the process of scheduling attendance at some management communication workshops on supervising employees in today's working environment. The Auditor-Controller takes these critical comments seriously and is making an effort to improve his interactive style.
F3 Page 110
Although reports from interviewees were varied, a certain amount of gender bias may be present in the office environment. The behavior may be inadvertent as result of cultural conditioning. The respondent disagrees wholly with the finding. There is no intentional gender bias towards anyone in the Auditor-Controller department.
F4 Page 110
Some staff members still report the fear of retaliation; some report actions that they believe are retaliatory in nature. The respondent disagrees wholly with the finding. There has never been retaliation on any employees in the Auditor-Controller office. It would be very helpful if the Grand Jury could be specific as to what retaliation has been brought on any employee so we can better understand this accusation and address it.
F5 Page 111
Morale in the Auditor-Controller's Office appears to be improving based on reports from a majority of the interviewees. Several changes in the office, previously described, have contributed to the increase in morale. The respondent agrees with the finding.
F6 Page 111
Issues affecting morale still need attention. Personnel issues, minimal communication between departments and among employees, little appreciation from higher administration, and lack of appropriate in-service trainings appear to be contributing to the problem. The respondent disagrees partially with the finding. In any environment with 31 staff members working closely together, there is always room for morale building. The Auditor-Controller and management staff has made great strides in improving communication within the department. Regular management staff meetings are held, as well as monthly meetings with the entire department staff. Training has increased significantly and dollars available and classes offered have increased for the 200712008 fiscal year. 7.A minimal amount of cross-training is being done. The respondent disagrees partially with the finding. Cross-training has varied from section to section. The Property Tax section is very well cross-trained. It should be noted that the four staff members in this section have been working together for a number of years, creating a more stable environment for cross- training. In the remaining sections of the office, efforts are continually being made to cross-train. With new staff in each section, however, the new staff member must learn their own duties first, before cross-training can occur.
F7 Page 132
D V/OR offenders are only allowed to attend the batterev 's educational program provided by FVEP, even though there is another certz$ed program available through another provider, NB. The DV/OR offenders do not have a choice ofprograms. Response - I wholly disagree with the first sentence of this finding in that there is only Grand Jury Response 2006-07 August 20,2007 Paqe 7 of 11 one "certified" batterer's educational program for DVIOR offenders - Family Violence Educational Programs (FVEP). FVEP is the only program approved by the District Attorney to provide the treatment and supervision services as needed for the DVIOR Program. Any certification for other programs is irrelevant. As to the second sentence of the finding, I disagree partially as there have been rare instances of a DVIOR offender now residing far away who have been allowed to participate in an out-of- county treatment program approved by the District Attorney.
F8 Page 111
Employees interviewed report that they have had more opportunity and support to attend in-service training programs, but would like to see Human Resources offer even more trainings helpful to management and other staff. The respondent agrees with the finding.
F9 Page 111
The process of developing an ofice manual and worksite responsibilities has been implemented. However, the manual does not appear to have a high priority. Many of the staff said they do not have time to work on it, and administration has not set any timelines. The respondent disagrees partially with the finding. Many staff members have completed their respective worksite responsibilities manual. Timelines were set by management; however, due to time constraints for some staff, manuals are still in process.
F10 Page 112
The office has done a good job at responding to problems which may be affecting response time by planning workshops for outside departments to better understand processes that must be followed for the Auditor- Controller's Office to do its job. The respondent agrees with the finding.
F11 Page 112
The Assistant Auditor-Controller has worked hard at learning a new job in a challenging environment. The respondent agrees with the finding.
F12 Page 112
The General Accounting Supervisor is viewed as a hard worker and a highly competent professional dealing with difficult issues and tasks. The respondent agrees with the finding.
F13 Page 112
The County has transferred Kronos and Pentamation Systems from the Auditor-Controller's Office to the Information Systems Department, thereby addressing time-management and budget issues. The respondent agrees with the finding.
F14 Page 112
The County has moved quickly to implement desired changes in the physical environment of the Auditor-Controller's Office. The respondent agrees with the finding.
F15 Page 112
The Audit Committee has developed by-laws and has minutes of meetings available. The respondent agrees with the finding.
F16 Page 112
Even though the Grand Jury is charged by the Penal Code with the responsibility to review the budgetary issues of the county, notice of Audit Committee meetings were not routinely sent until requested by the Grand Jury. The respondent agrees with the finding.

Recommendations 19