⚠️ 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 11 findings
F1
Employee furloughs and executive compensation. In July 2025, the City implemented furloughs reducing employee’s hours and wages by 10%. The City imposed financial hardship on employees while increasing executive compensation and demonstrating inequitable and inconsistent fiscal priorities.
F2
Declining revenue ignored. The Finance Director and a City Council member reported declining revenues including reductions in sales tax and gas tax. The City failed to adjust spending in response to declining revenue, contributing to avoidable fiscal instability.
F3
Questionable dismissal of employee concerns. Employee unions reported being pressured to accept furloughs or face layoffs. A “vote of no confidence” and complaints were filed against a director. The City’s handling of employee concerns reflect disregard for the workplace conditions. 4
F4
Employee morale and retention decline. Evidence shows low employee morale and denial of cost-of-living adjustments after reinstatement from furloughs led employees to seek employment elsewhere. The City’s management practices have significantly degraded workforce stability and morale.
F5
Appearance of a conflict The City awarded a contract to a company employing someone that had a close personal relationship with a Director without sufficient public disclosures, thus eroding public confidence.
F6
Interference with oversight The City Manager instructed the finance staff not to communicate with a city official. This directive obstructed oversight and undermined transparency.
F7
Procurement violations The City declared an “emergency” to bypass the bidding requirements for a roadway project despite longstanding poor road conditions and accepted private financing, bypassing public bidding. The “emergency” declaration appears unjustified.
F8
Brown Act concerns Three City Council members were observed meeting privately outside of official meetings on more than one occasion. These actions raise serious concerns of potential violations of the Brown Act.
F9
Lack of City Council competence and engagement Evidence shows some City Council members lack understanding of their roles. Multiple members appear to be insufficiently prepared at meetings to discuss agendized subjects. A lack of preparation among elected officials constitutes a failure of governance.
F10
Failure to adequately vet and evaluate executive leadership Evidence shows when the City hired a Director they had knowledge of prior employment concerns. The City did not adequately vet a senior executive thus exposing the organization to foreseeable risk.
F11
Failure of oversight Due to lack of engagement and understanding, the City Council failed to identify and correct misconduct and mismanagement by leadership. The City Council failed in its fundamental duty to supervise executive leadership and protect the public interest.
Recommendations 8
-
R1Mandatory Governance Training All City Council members shall annually complete training on their roles, oversight duties, and compliance with the Brown Act.
-
R2Use of Public Funds The City shall review annually the current credit card policy and the actual use of the City’s credit cards, followed by employee training. 5
-
R3Conflict of Interest Enforcement All elected officials and managers need more robust ethics training on an annual basis to ensure compliance of state law and city policy regarding conflict of interest and public disclosures.
-
R4Executive Hiring Standards Reform The City shall consistently implement formal background investigation requirements and take
-
R5Comprehensive review of staffing needs and employee morale Review job descriptions and employee responsibilities and make the adjustments to staffing as deemed necessary to assist in improving the City’s financial crisis and employee morale.
-
R6Report out with an agendized item completion of R1 through R5 as each occurs.
-
R7Standardize site safety and elopement policies (gate-lock logs, radio protocols, incident escalation), require post-incident IEP reviews, and ensure immediate parental notification.
-
R8Expand local capacity and timely outside placements where necessary; provide home devices and parent training for adaptive communication needs.