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Extraído del Informe Consolidado
Esta investigación fue publicada originalmente como parte de un informe consolidado más amplio que contiene múltiples investigaciones. Consulte el PDF consolidado para ver el documento completo.
Yolo County Grand Jury
• 2011-2012
• Agency Response
Responses to the 2011–2012 Grand Jury Report . . . . . . . . . . . . . . . . . .
⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 19 findings
F1
Page 18
YCPD is supportive of “Evidence Based Practice” through the use of ADC’s assessment tools.
F2
Page 18
ADC is the sole provider of assessment tools used by YCPD.
F3
Page 18
The YCPD manager was the sole contract administrator for ADC.
F4
Page 18
The YCPD manager had a dual relationship with the CEO of ADC.
F5
Page 18
ADC invoices were received and approved solely by the YCPD manager.
F6
Page 18
YCPD management exhibited questionable ethical conduct.
F7
Page 18
The YCPD manager did not disclose a personal relationship with the CEO of ADC in a timely manner.
F8
Page 18
The YCPD manager traveled from Sacramento to other states to intervene in the CEO’s substance abuse.
F9
Page 18
The YCPD manager used airline credits earned as a Yolo County employee to travel from Sacramento to Utah and Arizona on non-county business.
F10
Page 18
The YCPD manager did not disclose the CEO’s substance abuse to Yolo County administrators in a timely manner.
F11
Page 18
The YCPD manager guided ADC in completing invoices for payment despite having a dual relationship with the CEO.
F12
Page 18
The YCPD manager authorized a strategically complex pay package for MIT trainers.
F13
Page 18
The method of compensation for MIT trainers was not approved by Yolo County Human Resources (YCHR).
F14
Page 18
Some trainers were directed to falsify timesheets.
F15
Page 18
Timecards were submitted improperly.
F16
Page 18
There are no agreements for other counties to reimburse Yolo County for MIT training conducted by the Yolo County staff.
F17
Page 18
No invoices have been submitted by YCPD to other counties for training reimbursement and no reimbursements have been received by Yolo County.
F18
Page 18
Yolo County has no code of conduct or professional code of ethics for high level management employees to follow.
F19
Page 18
At the time of this investigation, ADC was in receivership. 18 2012–2013 Yolo CountY GRAnd JuRY FinAl RepoRt: inveStiGAtionS & RevieWS Yolo CountY pRoBAtion depARtMent: A tRouBlinG ContRACt, QueStionABle etHiCS
Recommendations 14
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R1Page 19The ADC contract should be reviewed by Yolo County Counsel and the County Administrative Officer to determine by December 28, 2012 the operational fitness and financial viability of ADC.
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R2Page 19Yolo County should develop and implement a code of conduct, clarifying professional protocol for high level management employees to avoid dual relationships, conflicts of interest, improprieties or the appearance of impropriety
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R3Page 19The MIT compensation package should be reviewed by December 28, 2012 to determine if YCPD management has the authority to authorize a compensation package.
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R4Page 19The scheduling of MIT training on days not at work should be reviewed by December 28, 2012 to determine if this is a violation of the MOU.
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R5Page 19No single Yolo County manager should have sole authority over the development and implementation of a contract or vendor.
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R6Page 19The timesheets for MIT trainers should be audited and overpayments should be recovered
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R7Page 19Yolo County should closely monitor YCPD to ensure no dual relationships exist between employees and outside contractors.
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R8Page 19Yolo County should perform an audit of payments to ADC and determine if any payment irregularities occurred and recoup funds as necessary
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R9Page 19Any agreements and/or payments for reimbursement for MIT training from other counties should be reviewed for compliance with Yolo County’s financial policies and procedures.
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R10Page 25The Board Audit Committee should request internal audits when financial problems are brought forward.
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R11Page 25The Board Audit Committee should recruit an independent private financial expert to serve on that committee, which should meet at least quarterly. 25 2012–2013 Yolo CountY GRAnd JuRY FinAl RepoRt: inveStiGAtionS & RevieWS Yolo CountY FinAnCe: tRACKinG CHAnGeS
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R12Page 26Department supervisors should be trained to be sensitive to employee issues created by staff reductions and changes to organization and operating systems to avoid creating hostile work environments.
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R13Page 26Employees should be allowed to voice complaints and should receive timely responses, addressed in an open and professional manner.
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R14Page 26All HR recommendations for remedial action should be addressed with transparency and due diligence.