22/23 Final Grand Jury Report*

Recommendations 10

• R1
  An assessment of the attitude and approach towards inquiries that is being modeled should be conducted, evaluating if it is fostering a cooperative and transparent relationship with the grand jury. Administration should develop and
• R2
  distribute guidelines to department heads, ensuring prompt and consistent responses to grand jury requests aimed at improving coordination and adherence to obligations to respond to requests for information. The following governing boards are required to respond pursuant to Penal Code §933 and §933.05: Mariposa County Board of Supervisors: F1, F2, F3, R1, R2 The following appointed officials are invited to respond : County Administrative Officer: F1, R1, R2 County Counsel/Risk Manager: F3 Per Penal Code §933.05(a)(1) and (2), responses must include acceptance, refutal, and/or clarification of the findings. Per Penal Code §933.5 (b) (1) (2) (3) and (4) a commitment to implementing the recommendations, as appropriate. Technical Support for the Grand Jury: An insight into how Technical Services operations impact operations countywide Lack of clarity surrounding the role of Technical Services posed significant challenges for the Grand Jury. When conducting investigations, the Grand Jury relies heavily on accessing and analyzing relevant data, digital records, and technical infrastructure. Yet, without clear channels for communication or well-defined role for Technical Servies within each department, it became difficult for the Grand Jury to ascertain who was responsible for managing and providing access to the necessary technical resources and support. Including the email address that citizens are instructed to submit complaint forms to on the County website. The absence of clear communication and delineation of the Technical Services role led to confusion, delays, and roadblocks in obtaining vital information. The Grand Jury was left grappling with questions such as who has control over the data systems, who is responsible for digital records, and who can provide the technical support required for basic access to information. As a result, the Grand Jury's ability to effectively carry out their oversight responsibilities is compromised, hindering their efforts to uncover potential issues and make informed recommendations for improvement. The challenges stemming from the undefined role of Technical Services highlight the urgent need for standardized guidelines and protocols across county departments. Establishing clear definitions of Technical Services roles, responsibilities, and lines of communication would provide a foundation for efficient collaboration between the grand jury and departmental Technical Services. This clarity would facilitate smoother information sharing, enhance data management practices, and enable more effective oversight. Addressing this issue requires a collaborative effort between county departments, and technical services. By working together, they can establish protocols that ensure the timely provision of data and technical support, streamline information access, and enable the Grand Jury to fulfill its oversight responsibilities more effectively. Additionally, this collaboration would also provide an opportunity for Technical Services professionals to contribute their expertise in improving data management and information systems within government entities, resulting in enhanced efficiency and transparency across the board. In conclusion, the Grand Jury's struggle with the undefined role of Technical Services within government departments is a small snapshot of what is experienced countywide and urges the importance of establishing clear guidelines and protocols. Defining Technical Services responsibilities, streamlining communication channels, and fostering collaboration will enable future Grand Juries to carry out their oversight function more effectively, and allow the County departments of function more effectively overall. Ultimately, such measures will contribute to strengthening governance, accountability, and the overall effectiveness of county operations.
• R3
  The county should consider flexible training options to accommodate employees' limited availability for trainings.
• R4
  Recognize that employees struggle to find time for mandatory training while juggling their regular workload. Block off dedicated time slots on the calendar specifically for training purposes. Technical Services should actively
• R5
  participate in the creation of tech training modules to ensure their valuable input is incorporated, allowing for a more targeted and effective training approach that aligns with the technology system and requirements of the individuals they support. The following governing boards are required to respond pursuant to Penal Code §933 and §933.05: Mariposa County Board of Supervisors: F1, F2, F3, F4, F5, R1, R2, R3, R4, R5 The following elected county official is agency heads are required to respond : Auditor: R2 The following appointed officials are invited to respond : Clerk of the Board: R2 County Administrative Officer: F2, F3, F5, R1 County Health Officer: R2 Health and Human Services Agency Director: R2 Planning Director: R2 Per Penal Code §933.05(a)(1) and (2), responses must include acceptance, refutal, and/or clarification of the findings. Per Penal Code §933.5 (b) (1) (2) (3) and (4) a commitment to implementing the recommendations, as appropriate. Technical Services Digital Divide Technology and technical services play a major role in County government operations. Technology can save time and effort and additionally can increase the security of County entities, special districts and departments. Technology is one of the most crucial factors behind the success of a well-managed county. Although it is a big-ticket in terms of money, the value it provides can ultimately outweigh the higher cost. Moreover, the use of the latest technology can provide a competitive edge, making for better organization and allowing for the County to stand out as a "best practice model". Ultimately improving the overall reputation of the County. Ideally, technology makes business processes more efficient. What was once done with paper and pencil and entered into ledgers manually can be accomplished much more quickly and efficiently through computer software. Data can be entered, tracked, and analyzed all through programs designed specifically for the task. Additionally, it also cuts down on the cost of storage and transport, since everything can be stored and shared as digital files. This day and age technologies exist that can make any job go faster and easier. Authentic results provide a better picture of management, enabling necessary decisions to be made. Technology can be viewed necessary for further expansion. Technology can also improve employee efficiency. The most recent technological equipment, applications and software enables employees to complete their tasks with better results and increased productivity: easily and successfully. Employees need technology to work efficiently. Technology can also keep employees engaged. It allows them to telecommute to work and encourages them to collaborate with each other for sharing files and essential information. In addition to this, technology also reduces the level of stress. Workload decreases when the assigned tasks are completed in the given time. When the lines of communication are open and easy to access, every department can run more smoothly. The county relies on different applications and software for communicating and for getting day to day work done. Technical aspects need to be considered before new technology is chosen and plans must be made to effectively make the switch when technology is changed. Effective technology transition ensures smooth operations and, in some cases, high level of motivation as well. Employees of the organization must be well-coordinated and informed about the tasks that they must perform. Breakdowns in a communication system can cause multiple problems for the employees, which can be harmful to the department. While technology is a tool to help accomplish goals and to work more efficiently, it is only as good as those who manage and use it. According to CompTIA research, 93% of employers report an overall skills gap in their employee professionals, expressing a disparity between desired skill sets and existing ones. County leaders, beginning with the CAO, need to engage the right talent and training systems to maximize the tools before they can leverage innovation and emerging technology. In fact, 80% of organizations indicate that technological skills gap affects at least one business area: staff productivity, customer service/customer engagement and/or security. Technological strategy plays into overall strategy more and more; an investment in tech talent and training is an investment in goals and for future outcomes. Just as technology may be viewed as beneficial, increased use can add to risk of security breaches, mismanagement of information critical for members of the community and contributions toward digital divide. The digital divide is the gap between those who have access to technology, the internet and digital literacy training and those who do not. It affects all generations - both rural and urban communities – as well as a wide variety of industries and sectors. Factors such as low literacy and income levels, geographical restrictions, lack of motivation to use technology, lack of physical access to technology and digital illiteracy contribute to the digital divide. Government is increasingly offering services online, and those without access to the internet and computing devices cannot access those services or participate in community activities equally. The rapid pace at which technology and required technology skills are advancing in the workplace is leaving behind workers without digital skills, access to the internet and computing devices which has an impact on efficiency and competitiveness. Technology use often disconnects or hollows out community. Systems that require technological ability can divide or leave out individuals that do not have access or ability to use the technology. County leaders must be aware of the impact of digital distancing and problems associated with loss of community while weighing the need for more-organic, in-person, human-to-human connection in an effort to maintain civic participation across all members of the community. There is a widening gap between rural and urban as well as digital 'haves' and 'have nots.' As well, the ability to interact in a forum in which all members of society have a voice is diminishing as those with technology move faster in the digital forums than the non-tech segment of the population that use non-digital discourse (interpersonal). The idea of social fabric in a neighborhood and neighborly interactions is diminishing. Most people want innovation – it is the speed of change that creates divisions. Lack of internet access can easily marginalize people politically, socially and economically. Moreover, these effects are easily compounded for other groups affected by lack of access, including those with low income, the elderly, marginalized communities and the disabled. Technical systems that require or maintain personal information of individuals must be secured. Multiple experts see growing need for privacy to be addressed in online systems. Online websites that are constructed to share information must have systems to adequately guard against misinformation and ensure that correct information is accessible easily. Approximately 43 of California's 58 counties have an appointed Chief Information Officer, or Director of Technical Services. This position serves as the chief technology executive in the County organizational structure, and usually has the responsibility for computer operations, internet and intranet services, telecommunications facilities, and automated systems integration functions between data, voice and video technology. This position is also responsible for planning the County's strategic direction in the use of technology. Many of California's Information Technology departments report directly to the County Executive Officer, although some remain under the General Services Administration office. [California State Association of Counties Mariposa County does not have an identified Chief Information Officer, instead it has a Technical Services unit in the Administration Department. The Technical Services Manager manages four employees and reports directly to the County Administrative Officer. The Technical Services unit is responsible for tech support across all Mariposa County departments except the Library, Superior Court and Child Support. Each tech person is responsible roughly for 100 employees (industry standard is one tech employee for every 30). The status of MOUs to clarify scope and depth of technological support for each department is unclear. All County employees have been switched from desktop computer monitors to laptops. Most tech support is managed through a helpdesk@mariposacounty.org email. There are no written policies for how problem tickets are managed and there is no system for logging requests, follow through and completion of help desk requests. COVID-19 had impacts on how trainings were delivered to county employees. Most tech trainings happen on YouTube. There is no designated system for how employees are trained on specific technology and technological training can vary between departments. Attendance at group trainings has been low. Trainings have not been mandatory and there has been no supervisor follow through to encourage employee attendance. Currently Technical Services is located in the building complex used by the Sheriff's Office. The reason for that relates to the need to house servers ad computers within a space that has adequate air conditioning and more important, an adequate backup power system, should power fail. Electrical power failures occur frequently in Mariposa County. Emergency situations like wildfire and severe storms can persist for days. Due to the space needed by the Sheriff's Department Technical Services is required to move its office from the current locations, away from servers and computers.
• R6
  Implement a feedback mechanism for applicants to share their experiences and suggestions for process improvement.
• R7
  Implement a process for tracking and documenting the completion of Brown Act training by county committee and commission members. This will demonstrate a commitment to compliance and can serve as evidence of the county's dedication to transparency.
• R8
  Develop a standardized curriculum for Brown Act training, ensuring that it addresses the specific roles and responsibilities of commission and committee members.
• R9
  Allocate resources to provide training opportunities focused on government transparency and open meeting laws The following governing boards are required to respond pursuant to Penal Code §933 and §933.05: Mariposa County Board of Supervisors: F1, F2, F3, F4, F5, R1, R2, R3, R4, R5, R6, R7, R8,
• R10
  Grounds should be completed within one year. The following governing boards are required to respond pursuant to Penal Code §933 and §933.05: Mariposa County Board of Supervisors: F1, F2, F3, F4, F5, F6, F7, R1, R2, R3, R4, R5, R6,