Findings and Recommendations |
Response |
Actions Completed |
Actions Pending |
| Findings and Recommendation 1 - 10 | The BOS "will continue to evaluate and monitor the issues and recommendations contained in the Grand Jury Report, particularly those concerning the effectiveness of the consolidation of the Clerk-Recorder and Assessor Departments. The Board will also monitor the Department's progress in meeting the commitments included in its response to the Grand Jury report. The CRA is an elected official, and as such he is accountable to the voters for his performance in areas under his responsibility. As the governing body of the County with oversight responsibility for all County functions, the Board intends to ensure that the financial and staffing resources allocated to the CRA are being effectively utilized, and to monitor the results achieved." BOS | ||
| 1. Employees in the Appraisal Divisions demonstrate considerable frustration stemming from inadequate communication between management and staff. The CRA should provide employees with better opportunities to express their ideas and views, and to develop procedures that ensure department offices are not functioning in divergent manners. | Accepts the GJ recommendation. CRA |
| 2. Inadequate resources have been dedicated to the training and continuing education of staff. Management has not effectively communicated a departmental Missions and Goals statement, or SOPs. The CRA should ensure that adequate training and education be afforded to staff. Training manuals and SOPs must be provided. | Does not agree. In the last two fiscal years, $71,149
has been spent on employee training - $29,639 for 1995-96. CRA (Did not address Training manuals and SOPs) |
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| 3. There is a climate of distrust, discontent and disrespect for department managers. Identified problems have not been corrected. There is a general consensus regarding the ineffectiveness and inefficiency of management. The CRA must endeavor to correct the negative perception of management and should instruct Divisional Managers to meet with their employees on a regular schedule. | Strongly disagrees. "The allegations are conjecture and speculative." Does agree there is a communication problem but will endeavor to follow the GJ recommendation by greater distribution of dept. Mission Statements, policies and ongoing achievements. CRA |
| 4. The issues expressed in the 1988-89 Grand Jury Report concerning personnel management practices are still valid in 1996. The BOS should instruct the CPO to monitor and report on promotion procedures and personnel actions taken by the CRA Department for compliance with CS Rules and report deficiencies to the BOS. | The issues expressed in the 1988-89 GJ Report are
not remotely associated with current events. They were rooted in the management
of the Clerk of the Board which is not part of the consolidated Department. The CRA complied fully with all Civil Service Rules. See CPO response. CRA The Personnel Department recommends that the BOS decline to implement this recommendation for the following reasons: · Budget resources not sufficient to provide this level of service. · At the GJ's request, we looked at several promotional hirings and in all cases the CRA appears to have followed the "letter" of the Civil Service Rules. The Civil Service Rules provide a forum for evaluating and making judgments as to the "correctness" of a department's practices/motivations and whether a department has followed the "spirit" of the Civil Service System. Individuals may request an investigation by the Civil Service System. PDO |
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| 5. Performances evaluation are not accomplished on an annual basis. The CRA and all managers must conduct annual performance evaluations of all personnel under their supervision. | Accepts the GJ recommendation to complete all performance evaluations. CRA | ||
| 6. Compliance measures for the CRA are performed by the SBE every five years. Measures of performance can be assessed by the AC or GJ reports. The CRA, his assistant and division managers should not ignore the recommendation of these reports. They should detail compliance, or noncompliance, to the BOS. | Agrees that compliance measures are important, but
cautions the "wholesale acceptance" of SBE opinions that cannot
be afforded or not based on good legal opinion. CRA (Did not address detailing compliance, or noncompliance, to the BOS) |
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| 7. The office space for Santa Barbara and Lompoc appears inadequate. The CRA was allotted money to remedy this situation for Santa Barbara only. The CRA should provide workspace. The BOS should provide funding to improve the Lompoc office. | Agrees that office areas in Santa Barbara and Lompoc are inadequate. Seven floor plans for improved office space use have been prepared by an architect to no avail. Adequate funding was not allocated to remedy Santa Barbara office situation. Since January 1994, the Department has worked to secure funding for remodel plans, including the Lompoc office. We will continue to seek the assistance of the CA and the GSD to review options for improving office space throughout the Department and seek funding from the BOS. CRA | ||
| 8. The Real Property Division Manager is causing a delay in the creation of a new and improved data system for the Appraisal Divisions. The Assistant CRA should direct the Real Property Division Manager to cease interfering with the Information Systems Division operations, and direct his staff to cooperate. | The finding is untrue. Both the former Real Property Division Manager and the present manager are committed to and supportive of the success of the proposed START Project. The Department does not believe the GJ had all the evidence necessary to make a more accurate conclusion. CRA | ||
| 9. Division managers are attempting to circumvent priorities established by the entire management staff in the establishment of data systems. The Assistant CRA should direct all division managers to adhere to priorities established by the management team. | Does not agree. Division managers have taken the initiative to adhere to established priorities. CRA | ||
| 10. The consolidation of the County Clerk-Recorder with the Assessor was based on sound logic regarding the Recorder-Assessor relationship. The FY 1995-96 costs are budgeted to be higher than the costs before consolidation. The 1996-97 Grand Jury should conduct a follow-up investigation to report on the progress of recommendation. If the follow-up investigation is not favorable, the BOS should reconsider the consolidation. | As a result of the consolidation, taxpayers have saved
more than $455,00 over the past three years. It is unfortunate that the
GJ chose not to acknowledge any of the service enhancements and process
improvements that have taken place. CRA The 1996-97 GJ chose not to pursue. |