San Mateo County Grand Jury
• 2007-2008
Issue | Background | Findings | Conclusions | Recommendations | Responses | Attachments Interim Report Governmental
⚠️ 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 11 findings
F1
The Grand Jury finds that:
There was a considerable difference of opinion within the Council and Town administration regarding the above-mentioned audit reports.
Related Recommendations (1)
R1
Review their procedures for safeguarding the independence of the Town management team, so that department heads and staff can freely investigate, discover and report any perceived improprieties or inefficiencies that may arise.
F2
The Grand Jury finds that:
The public pronouncements to local newspapers by individual members of the Council, audit committee and staff exacerbated animosity among the Council, Town administration and staff. These pronouncements also created considerable uncertainty among the Town’s constituents about the nature of the dispute and the Town’s position.
Related Recommendations (1)
R2
Revise those procedures as necessary to make them more effective.
F3
The Grand Jury finds that:
The Grand Jury’s interviews with staff and Council members revealed considerable rancor, tension, antagonism and lack of collegiality among individuals.
Related Recommendations (1)
R3
Establish a new policy whereby Council members, Town staff and appointed officials are encouraged to carefully consider the ramifications of their public pronouncements when sensitive Town matters are being investigated.
F4
The Grand Jury finds that:
The Town currently has no finance director, but has retained a finance consultant.
Related Recommendations (1)
R4
Meet periodically with the Town Manager to ensure an ongoing mutual understanding of the respective roles of the Town Council and Town Manager. 3
F5
The Grand Jury finds that:
The position of Town Manager has been filled. Conclusions The Grand Jury concludes that:
Related Recommendations (1)
R5
consistent communications and resolutions process. Jerry Gruber indicated that he would review this issue and propose a process to town council that can be followed to insure that citizens' concerns and criticisms were dealt with in a timely and consistent manner and that council members would be informed of how these issues were handled. Secondly, the process would identify methods for follow-up with citizens to evaluate their satisfaction with both the process and the response provided. Review of Town Committees and Commissions. Ε. The Town of Atherton has a number of various committees and commissions to provide the town council with information and advice in furtherance of its ability to carry out its duties as the governing body of Atherton. Questions that typically arise relative to committees and commissions are: What does the council want and need from these committees and commissions? How does the council charter them in terms of defining their specific role and how they will carry it out? How will these groups be expected to prepare their agenda's minutes and ensure attendance of their members at their meetings? How are members of these committees and commissions selected by the town council? How does the council assign specific issues and tasks to each of the • committees and commissions? How is staffing provided to each of the committees and commissions and what are the fiscal impacts on the town of supporting each of the committees and commissions? How does the town council evaluate the performance of each committee and commission relative to the council's expectations and direction given to them? When is it appropriate to use ad hoc groups as an alternative to ٠ standing committees and commissions? It was determined that the town council would hold a workshop to address the questions listed above and to provide more specific direction on the wording of a resolution pertaining to the Town of Atherton committees and commissions. City Council Re-Evaluation of Committees before members are appointed: Arts Committee
F6
The Grand Jury finds that:
Strident public statements by Council members and appointed officials inhibit the management independence that is necessary to ensure effectiveness and constructive criticism within Town administration.
Related Recommendations (1)
R6
It was decided that any actions taken relative to this committee would be deferred until the completion of the vision and goal- setting workshop to be conducted by council in April or early May. The outcome of this workshop would provide the perspective council needs to provide further direction relative to this committee. Crime Prevention Committee
F7
The Grand Jury finds that:
There is an opportunity for the Council and the new Town Manager to address the causes of the recent turmoil in the Town in a constructive manner.
Related Recommendations (1)
R7
Facilitator volunteers
F8
The Grand Jury finds that:
Personnel openings in the Town’s management will provide an opportunity to develop a more cohesive management team.
Related Recommendations (1)
R8
Work for long-term financial solutions.
F9
Strident public statements by Council members and appointed officials inhibit the management independence that is necessary to ensure effectiveness and constructive criticism within Town administration.
Related Recommendations (1)
R9
The following observations were made: this committee provides reports to the town council. there are questions as to what are the staffing requirements necessary to support this committee and the town manager will need to address these issues and make recommendations pertaining to staffing requirements. this committee, while acting in an advisory capacity, needs to focus on assisting the city council in providing achievable environmental program goals and policy directions for the Town of Atherton. General Plan Committee
F10
There is an opportunity for the Council and the new Town Manager to address the causes of the recent turmoil in the Town in a constructive manner.
Related Recommendations (1)
R10
A definitive budget for this committee is to be prepared. Heritage Committee.
F11
Personnel openings in the Town’s management will provide an opportunity to develop a more cohesive management team.
Related Recommendations (1)
R11
--- governmental agencies Attend meetings regional issues.
Additional Recommendations 4
These recommendations are not explicitly linked to specific findings.
-
R12It was decided this committee would continue to function as it does currently. Screening Committee
-
R13This committee will continue to function as it does currently. Transportation Committee
-
R14This committee will continue to function as it does currently, however, an additional member needs to be appointed. Tree Committee
-
R15It was decided to abolish this committee. Conducting a Vision and Goal-Setting Workshop for the Town F. Council. The workshop conducted on March 7-8, 2008, focused primarily on team- building and clarifying the respective roles and relationships to exist between the town council and the town manager. The next task then is for the town council to define its leadership vision, priorities and goals for the Town of Atherton. This workshop will be scheduled for a date in April or early May. Specifics are to be negotiated by the town manager with the facilitator for council review and approval. City Council High-Priority Goals Once the 17 proposed goals were identified, each of the workshop participants (4 council members and 7 senior staff members) were given an opportunity to select 7 of the 17 proposed goals as their choice for High-Priority Goals. For a goal to be selected as a High-Priority Goal, it had to be supported by a majority of the council. Staff members were given an opportunity to indicate their preferences, but the selection of High-Priority Goals is the prerogative of the town council as the Atherton governing body of elected officials. The following proposed goals were identified by a majority of the council members as High-Priority Goals. • Obtain approval by residents of long-term financing mechanism for the Town of Atherton (Town Council - 3; Senior Management Staff - 7) Obtain Town of Atherton Housing Element State Certification. (Town Council – 4; Senior Management Staff – 6) Determine feasibility (political, economic, and operational) of a new or remodeled RESOLUTION NO. 08-___ A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF ATHERTON GOVERNING TOWN COMMITTEES AND COMMISSIONS WHEREAS, the City Council of the Town of Atherton desires that the most qualified residents of the Town serve on Town committees and commissions consistent with obtaining the broadest representation of the community; Now, therefore, the City Council of the Town of Atherton hereby resolves as follows: Establishment of Committees. The following committees and commissions are Section 1. established for the Town of Atherton: Arts Committee
Conclusions 7
-
CL1The Grand Jury concludes that:
-
CL2Strident public statements by Council members and appointed officials inhibit the
-
CL3management independence that is necessary to ensure effectiveness and constructive criticism within Town administration.
-
CL4There is an opportunity for the Council and the new Town Manager to address the
-
CL5causes of the recent turmoil in the Town in a constructive manner.
-
CL6Personnel openings in the Town's management will provide an opportunity to
-
CL7develop a more cohesive management team.
No Responses Found 1
Government entities assigned to respond to this report. No response documents have been linked in our database.
Town of Atherton
Town