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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.
San Bernardino County Grand Jury
• 2003-2004
Economic Development/public Services Committee
⚠️ 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 6 findings
F1
Page 11
Sheriff and ex-officio Coroner
F2
Page 11
County Clerk and ex-officio Recorder
F3
Page 11
Treasurer and ex-officio Tax Collector and License Collector
F4
Page 11
District Attorney and ex-officio Public Administrator
F5
Page 11
Superintendent of Schools
F6
Horticultural Commissioner The Charter designated the Chairman of the Board of Supervisors as the “Purchasing Agent.” It seems apparent at the time that Supervisors were required to play a direct daily supervisory role. Today, the 39 plus departments with over 16,000 employees make “hands on” supervision impractical. It is also appropriate to consider that allowing the County Administrative Officer (CAO) to implement policy set by the Supervisors and to run and supervise the County departments is the logical and current management style practiced by most successful corporations and governments. Today, the role of the Board of Supervisors in County government should be to set policy and supervise the CAO. 2 2003-2004 San Bernardino County Grand Jury Final Report In the course of our investigations and visitations during the past year we have uncovered several instances of Supervisor interference and micro-managing in the day-to- day operations of the County. There have been five (5) County Administrative Officers in the past three years. Since July 1, 2003 eight (8) department heads and one (1) CAO have been fired, forced out, or resigned. One Supervisor stated that the Supervisors’ role is to “govern and provide oversight of all County departments.” Another Supervisor said, “Supervisors are full-time employees and it is their job to set policy, supervise and run the County.” Two other Supervisors commented that they believe the Supervisors role is to set policy and allow the CAO to run the County. One Supervisor stated that it is the CAO’s responsibility to run the County and not the role of the Supervisors. It should further be noted that the Forward in the County Charter says, “Even when laws have been written down, they ought not always to remain unaltered.” –Aristotle
Recommendations 3
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R04-01Page 12TO AVOID MICRO-MANAGEMENT BY MEMBERS OF THE BOARD OF SUPERVISORS, ESTABLISH AND ADOPT A DEFINED POLICY AND PROCEDURE FOR COMMUNICATING WITH THE COUNTY ADMINISTRATIVE OFFICER PRIOR TO CONTACT WITH DEPARTMENT HEADS AND OTHER EMPLOYEES.
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R04-02Page 12ESTABLISH AND ADOPT A MORE DEFINED POLICY, INCLUDING CRITERIA, FOR RECRUITING AND HIRING OF THE COUNTY ADMINISTRATIVE OFFICER.
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R04-03Page 12ESTABLISH AND ADOPT A POLICY FOR THE BOARD OF SUPERVISORS TO ONLY SET POLICY AND WHICH LIMITS THEM TO “SUPERVISING” ONLY THE COUNTY ADMINISTRATIVE OFFICER. 3