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Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
⚠️ 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.
Findings 7 findings
F1
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Management and staff have very different experiences within the Human Services department. While management like their jobs and stay with them over time, many staff report considerable dissatisfaction and turnover is high.
F2
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The department is highly stratified with areas of poor relationships between management and staff. Line workers report a lack of respect for management and the decisions they make and a sense of being disrespected themselves. Supervisors report frustration with some staff member’s resistance to their direction and supervision.
F3
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Despite the obvious dedication of everyone involved, a culture has evolved and taken root in some areas of Human Services—within both the BHRS and SS divisions—that is low on cohesion, morale and happiness with the workplace. We also have some evidence from interviews and survey data that this poor working environment may extend into Fiscal Administration. Explanatory Hypotheses In this section we present a set of thoughts that are admittedly more speculative in nature. We offer them in the exact spirit of this investigation: as an effort to shed light on a difficult situation in the hope of stimulating improvement. There is a major personnel problem within Human Services. The former director clearly acknowledged this when he initially invited the previous Grand Jury to conduct a 8 | P age survey that might help him begin to address it. We hypothesize that the current situation has multiple major roots:
F4
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The absence of established conflict mediation or dispute resolution mechanisms within the agency.
F5
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The absence of any clear signal from top management about the kinds of behaviors that are and are not acceptable within Human Services.
F6
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Line workers’ choice to resist new supervisors and new initiatives, in some cases banding together into clusters of resistance and ill will.
F7
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Failure to adequately meet the numerous challenges of moving into the new building, the design of which has actually been a source of real stress for many employees. There may be numerous other factors contributing to the current impasse, but we believe this list contains many elements that need to be acknowledged and addressed. Part way through this investigation we thought the reassignment or termination of some employees would be “the solution” to the problems. Now we believe that only systemic, cultural change will put the agency back on a course toward effective working relations. As that change takes place, some employees who cannot or do not contribute to the new direction may choose to leave or need to be reassigned or terminated. However, at this point, changing the overall tenor of relations within the department requires the major focus of effort. 9 | P age We do reject the hypothesis that the situation at Human Services “comes with the territory.” Some people believe that some of the people attracted to working in the social services profession are overly sensitive, complain a lot, and do not respond well to supervision. While this may be true in some cases, we interviewed numerous people who in our assessment do not fall into this category and the survey data indicated the experience of problems is too widespread within the department.
Recommendations 8
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R1Page 17That the Human Services Department makes it a priority to address and resolve the considerable personnel problems that exist within certain areas of the organization. In all likelihood this will require bringing in outside help.
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R2Page 17That policies and procedures for resolving personnel conflicts within the agency be immediately written and implemented, including the appointment of an ombudsperson to mediate conflict and to ensure that no retaliation is taken toward those who raise grievances.
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R3Page 17That the Board of Supervisors hire a new Director for Human Services who has the capacity and determination to lead the effort to build a new, more respectful and cohesive culture within the organization. Responses * Per California Penal Code § 933(c), which states in part “No later than 90 days after the grand jury submits a final report on the operations of any public agency subject to its reviewing authority, the governing body of the public agency shall comment to the presiding judge of the superior court on the findings and recommendations pertaining to matters under the control of the governing body”, we require the Mariposa County Board of Supervisors to submit written responses to this report’s Findings and Recommendations of receipt of this report. We also request the Human Services Department Director to submit written responses to this report’s Findings and Recommendations of receipt of this report. * Responses already requested when report was initially released; additional responses not requested. 10 | P age Table 1. Statements and average responses from the employee satisfaction survey. Average Statement Response Appraisals My manager holds me accountable for the work I perform. 1.125 My manager provides me with adequate feedback. 0.396 I have clear measures for each of my work objectives. 0.042 I know what is expected of me in my job. 0.911 Career I believe there are a variety of ways for me to develop my career at Human -0.438 Services. Job promotions within the department are fair and reasonable. -0.646 I am aware of promotion opportunities with the department. 0.787 I have the opportunity to progress within the department. -0.313 Communication I generally feel informed about changes that affect me within Human Services. -0.019 I usually know in plenty of time when important things happen. -0.192 I can see the link between my work and the department's objectives. 0.500 Managers clearly communicate the department's objectives. -0.154 Division Conditions within my division allow me to perform to a high standard. 0.087 Customer complaints are resolved quickly and ethically. 0.429 My division strives to improve its efficiency and effectiveness. 0.304 My division focuses on fixing problems rather than blaming others. 0.130 The morale within my division is generally high. -0.468 I believe my division works well with other Human Services divisions to 0.630 achieve the department's common goals. When necessary, coordination and cooperation between divisions is easily 0.222 achieved. I feel that my division is effectively and efficiently serving the needs of 0.239 Mariposa County citizens. My division has an adequate number of employees with the necessary skills to -0.809 meet the demand for the services we are expected to provide. Customer satisfaction is a primary concern in my division. 0.600 Management My manager helps me perform my job. 0.298 The relationship between management and employees is good. -0.583 The management at Human Services makes wise decisions. -0.711 My manager cares about my ideas and opinions. 0.250 I (if in a managerial position) manage an appropriate number of employees. 0.467 Organization Human Services is innovative in developing new ways to serve the citizens of -0.130 Mariposa County. Human Services has an image of a high quality government department. -0.750 Human Services' business operations are efficient and perform to a high -0.545 standard. The work policies are well developed and organized. -0.674 11 | P age Average Statement Response Recognition Hard work is formally recognized at Human Services. -0.688 I receive enough recognition for my work. -0.298 Employees within the department are treated with respect, regardless of their -0.851 job. Satisfaction I am satisfied working for Human Services. 0.100 I find my work challenging. 1.060 I enjoy my work. 1.120 Working conditions are good. -0.020 I feel I am valued at work. 0.061 Training I receive sufficient training. 0.469 I am aware of available training and development activities. 0.714 I am given opportunities to improve my skills. 0.551 The training I receive meets my needs. 0.347 12 | P age Figure 1. Proportions of responses within the nine statement categories, grouped by employee rank. 13 | P age [This Page Intentionally Left Blank] 14 | P age GRAND JURY SELF-EVALUATION THIRD INVESTIGATIVE REPORT BY THE 2013-2014 MARIPOSA COUNTY GRAND JURY Introduction Grand juries have often been a bit of a mystery to the average citizen due to the strict confidentiality prohibitions that govern all grand jury proceedings and the often bureaucratic appearance of most of their work. However, inspired by the previous 2012- 2013 Mariposa County Grand Jury’s midterm report’s initial assessment of the Mariposa County Grand Jury, this year’s jury has decided to continue that tradition of offering insight into what has previously been a seemingly enigmatic organization. Hopefully, by continuing to evaluate and streamline its own processes, the Mariposa County Grand Jury will lead by an example the beneficial changes it hopes to see in all county agencies. Facts - Budget
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R4Page 19Mariposa County pays a single juror from Yosemite Valley $64.62 for every meeting they attend. If that juror attends a single monthly meeting and two committee meetings a month (a minimal number), that comes to an annual total of $2326.32 for that one juror.
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R5Page 19Similar costs would be incurred for jurors commuting from other outlying communities including Don Pedro, Hunter Valley (juror 2013-2014 term) or Coulterville (juror 2012-2013 term).
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R6Page 19Aside from juror pay, the largest cost incurred by the grand jury goes toward printing our interim and final reports.
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R7Page 19Grand juries shall “submit” or “transmit” copies of their report to the Judge and all relevant parties referenced in the final report. Additionally, the clerk of the 15 | P age court must provide a “true copy” to the clerk of the court as well as to the state archivist.
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R8Page 19Mariposa County has interpreted this to mean print and distribute hard copies of the report to all parties.