📋
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.
⚠️ 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
Page 27
The Ranch Marketing Ordinance is open to interpretation and is confusing to those attempting to comply with its requirements.
F2
Page 27
The Ranch Marketing Ordinance is open to interpretation and is confusing to those who are attempting to explain and enforce its requirements.
F3
Page 27
There is inconsistency in the methodology of measuring acreage (manual versus global positioning satellite also known as GPS), resulting in possible disqualification.
F4
Page 27
The County generally does not enforce the Ranch Marketing Ordinance unless a complaint is received, resulting in a lack of standardized enforcement.
F5
Page 27
Confusion between Agriculture and Planning Departments delays an applicant’s qualification or rejection for Ranch Marketing.
F6
Page 29
Without regular meaningful performance evaluations, the county lacks the ability to evaluate employees for promotion and discipline. Evaluations would also provide feed back to the employees.
F7
Page 29
Training is often neglected due to budget limitations.
F8
Page 29
The Human Resources Department leadership, along with other county department leaders, are not enforcing policies and procedures. This lack of leadership fosters violations and misconduct by county employees.
F9
Page 29
The County does not attract sufficient qualified applicants due to lack of positive working environment and competitive compensation policies.
F10
Page 29
Electronic technology is not being utilized to its fullest.
F11
Page 29
Workplace values, such as pride, respect, responsibility, and professionalism are not always held in high regard. 2003/2004 El Dorado County Grand Jury Investigations & Reports 20
Recommendations 12
-
R1Page 39The County contract with cable TV signal providers should contain requirements for uniform basic services to all the communities it serves. The El Dorado County Board of Supervisors, is required by Penal Code 933 and 933.05 to respond to all Findings and Recommendations contained within this report. See page vi for the proper method for responding to Findings and Recommendations. 2003/2004 El Dorado County Grand Jury Investigations & Reports 29 South Tahoe Redevelopment Agency
-
R2Page 26The Agricultural Department should lead the expeditious rewrite of the Ranch Marketing Ordinance to make it complete, clear and concise.
-
R3Page 26The Agricultural Department needs to become proactive rather than reactive regarding enforcement of the Ranch Marketing Ordinance.
-
R4Page 26A specific timeframe should be set by the County to approve or disapprove Ranch Marketing applications. The El Dorado County Board of Supervisors, coordinating with the above mentioned agencies, is required by Penal Code 933 and 933.05 to respond to all Findings and Recommendations contained within this report. See page vi for the proper method for responding to Findings and Recommendations. 2003/2004 El Dorado County Grand Jury Investigations & Reports 18 Review Of County Government
-
R5Page 26Meaningful performance evaluations must be done regularly. Each department director must establish standards and goals that actually measure the effectiveness of their department with time frames to meet these requirements.
-
R6Page 26Provide training programs for newly hired, recently promoted, and present employees. Training must include department basics, leadership, and communications.
-
R7Page 26County-wide codes of behavior, conduct and dress must be developed by Human Resources with cooperation of the union officials. Empower the Human Resources Department to enforce these rules and provide these rules to employees.
-
R8Page 26Explore and develop a clear policy for employee promotion.
-
R9Page 26Review and upgrade compensation policies to allow the county to be competitive.
-
R10Page 26Major software companies should be consulted to review county operations and make recommendations for improvement. See IT report for additional recommendations.
-
R11Page 26The Board of Supervisors, department directors and employees, must support important workplace values, such as pride, respect, responsibility, and professionalism.
-
R12Page 27The Redevelopment Agency’s five year Implementation Plan for the period January 2000 to December 2004 (not included in the addenda due to its size). 2003/2004 El Dorado County Grand Jury Investigations & Reports 45 Addenda
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.