Mariposa County Grand Jury
• 2023-2024
• Agency Response
Response to:
23/24 Final Grand Jury Report
Response to the Mariposa County 2023-2024 Grand Jury Report
⚠️ 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.
Note: Missing finding numbers detected: F5
Findings and Recommendations 4 findings
F2
The Board partially agrees with F2. Mariposa County has utilized a consulting firm, Guidehouse, to assess inter-agency performance, organizational structure, and relationships. The County intends to reorganize the County Administrative Office and several departments to improve the Mariposa County --An Equal Opportunity Employer continuity and transparency of County departments. This should be done in the 2024-2025 fiscal year. Finally, the Board reassures the public and staff that they can come to Board members with any questions or concerns and have always been encouraged to do so.
Related Recommendations (1)
R2
The Board agrees with R2. This will be the responsibility of each department and the County Administrative Officer.
F3
The Board agrees with finding F3. Overall loss of institutional knowledge has sometimes created gaps in County operations and efficiency. However, these gaps are often temporary as new employees adapt and grow in their roles. As successors become more familiar with their responsibilities, they not only acquire institutional knowledge, but may also introduce improvements to outdated or inefficient processes.
Related Recommendations (1)
R3
The Board agrees with R3.
F4
The Board partially agrees with finding F4. While we acknowledge that there may be gaps in online training opportunities, such as a comprehensive Learning Management System {LMS) available across multiple Mariposa County departments, it is not accurate to say there is a lack of training opportunities overall. Mariposa County offers a range of hands-on training opportunities for employees at all levels, and efforts are continuously made to support professional growth. Mariposa County has offered a variety of hands-on training programs for both employees and supervisors. Notably, 27 County employees recently completed the California State Association of Counties (CSAC) Executive Credential program, which involved over SO hours of leadership and policy instruction. These courses are designed to enhance decision-making, communication, and leadership capabilities. The program has been highly valued, with participants highlighting its relevance to their daily roles and its contribution to both professional and personal growth. Moreover, in January 2024, we introduced supervisor and manager-specific training, such as the FRISK training (Facts, Rules, Impact, Suggestions, and Knowledge). This training was specifically designed to enhance our management team1s skills, enabling them to better support and develop their employees. Such training programs are part of our ongoing efforts to equip our leaders with the tools they need to promote a more productive and supportive work environment. Rl. The Board partially agrees with Rl. This is planned to be completed in 12 months, not six months as noted in the report.
Related Recommendations (1)
R4
The Board partially agrees with finding R4. The County has started to implement the existing hiring guidelines for Mariposa County. These guidelines allow for "overhiring" essential positions to allow the incoming employee to work side by side with the outgoing employee. Facilitating this transition period where outgoing staff overlap with their successors can indeed help new employees understand established practices and procedures, while also providing an opportunity for fresh perspectives that may enhance or improve processes. In some cases, this overlap of jobs is planned for 90 days or more. The ability for the new employee to continue the work of the outgoing employee will lessen the gaps in productivity that we have seen in the past. The Board is committed to having high levels of continuity in all Departments. However, this approach presents practical challenges in many situations. RS. The Board partially agrees with finding RS. Part of the organizational changes for Mariposa County will be the creation of an Internal Services Department, which will be comprised of Finance, Technology Services, and Human Resources. The Board recognizes the need to provide consistent services to all employees for their roles. One of the aspects that will be improved is the training opportunities for all employees. This review and standardized training will take 12- 18 months and not six months as noted in the report. The development of standardized training opportunities across all departments is a complex task that requires thorough analysis. The diversity of roles and responsibilities across the County necessitates a two-pronged approach. First, we would focus on establishing a foundational LMS that offers core training applicable to all employees, such as compliance training, county-wide policies, and general professional development. Second, we will work collaboratively with each department to identify and develop specialized training specific to their roles and operational needs. Analysis of Fiscal Year 2023-2024 Fl. The Board agrees with Fl.
F6
The Board agrees with F6 and recognizes that a lack of formal written policies and procedures has created challenges in some areas. Rl. The Board agrees with Rl. The County Administrative Officer has been tasked with an education series for the community around services, new legislation, and procedures to assist the public in navigating government services.
Related Recommendations (1)
R6
The Board agrees with R6. The departments' written policies and procedures should be reviewed on an annual basis to ensure that the policies and procedures remain viable based on any changes required due to state law changes or efficiencies garnered through the implementation of the Tyler permitting system. Evaluation of Department Directors Fl. The Board agrees with Fl. Department director evaluations will be formalized in the next 12 months. Rl. The Board partially agrees. We acknowledge the benefit of clear, written procedures for the evaluation of department directors. The recent organizational study, which recommended that department heads report to the County Administrative Officer (CAO) instead of the Board of Supervisors, provides a timely opportunity to implement structured evaluations. This shift in reporting creates a streamlined approach for oversight and accountability, allowing for consistent performance evaluations aligned with County priorities. As the Board of Supervisors moves forward with implementing these changes, evaluation procedures can be evaluated and developed to support this new structure effectively. Understanding Conflict of Interest and Employee Abstention Fl. The County disagrees with Fl. Title 2, division 6, Section 18730 of the California Code of Regulations provides that incorporation by reference of the terms of the regulation along with the designation of employees and the formulation of disclosure categories constitute the adoption and promulgation of a conflict-of-interest code within the meaning of Section 87300. The Board of Supervisors incorporates by reference the provisions of the code along with the designation of employees and disclosure categories on a biennial basis. The Board reviewed and updated the designations and categories most recently on February 6, 2024. The incorporated provisions of Section 18370(b)(9) contain the framework for analysis for when employee disqualification is required. In addition, on a biennial basis, members of local legislative bodies who receive compensation undertake ethics training pursuant to AB 1234. All members of the Board of Supervisors and Planning Commission participate in these trainings. Rl. The Board disagrees with Rl. The recommendation will not be implemented because it is not warranted. As stated above, in response to Fl., the County has a conflict-of-interest code that follows the requirements of Title 2, division 6, Section 18730 of the California Code of Regulations. It lists designated employees and disclosure categories for financial interests. The Board of Supervisors reviews the code biennially and is current with its responsibilities, having updated the code on February 6, 2024. The County will post the conflict-of-interest code more prominently on its website as a stand-alone document. Parallels Between County Government and JCFHD Fl. The Board disagrees with Fl. A whistleblower form is available and posted in all County breakrooms. This policy is required by law to be posted and is verified by our Labor Unions.