2025–2026: from findings to follow-through

Will not remove the exception.

Will not replace the local limits with the requested limits.

Will not make Robert’s Rules mandatory as proposed.

Will not adopt the proposed meeting-priority policy.

Will not implement the conditional explanatory measure.

Will not adopt the proposed vote-time contribution disclosure.

Will not require a popular vote for future limit changes.

Will not discontinue a practice it denies using; promises additional guidance.

Will implement a training framework within six months of receipt.

Will perform modified prospective and historical reviews on longer periods.

Will not implement the audit as requested; promises a historical compliance report with HR instead.

Will not implement the requested audit; will cooperate if the Executive Office requests work.

Requires further analysis; promises an interim report, not a completed oversight decision.

Defers establishment of a body to the Board.

Requires further analysis; promises an interim report, not a completed oversight decision.

Will not retain the requested additional expert as proposed.

Will not implement the proposed independent incident-review arrangement as written.

Will not replace existing death and critical-incident review mechanisms as proposed.

Requires analysis of public data categories, privacy and dashboard work.

Will implement a quarterly public dashboard within eighteen months from July 1, 2026.

Requires further analysis; promises an interim report, not a completed oversight decision.

Will not publish the requested plan as written.

Requires further analysis; promises an interim report, not a completed oversight decision.

Considers the proposed framework unwarranted and identifies Board responsibility.

Will not dissolve and replace the Sheriff’s Advisory Committee as proposed.

Will not dissolve and replace the advisory committee.

Will not adopt NACOLE standards as the requested mandatory framework.

Will not adopt the proposed NACOLE framework.

Will not implement the recommendation as written.

Defers the AB 1185 governance recommendation to the Board.

Claims implementation through existing C-25/C-27 requirements and complaint processes.

Will update the manual by January 31, 2027.

Claims required FMLA and supervisory training is implemented; will continue monitoring completion and newly appointed managers.

Claims implementation through a qualified, varied panel-selection process.

Claims implementation through uniform policy requirements and communication records.

Plans to use available department survey results, or seek a supplemental anonymous tool if usable results are unavailable.

Claims director office visits and staff engagement are implemented.

Claims written direction and schedule information are implemented.

Will review the relevant accounting and ledger activity by January 1, 2027.

Will review the relevant accounting and ledger activity by January 1, 2027.

Will review the relevant accounting and ledger activity by January 1, 2027.

Will review the relevant accounting and ledger activity by January 1, 2027.

Will review the relevant accounting and ledger activity by January 1, 2027.

Claims financial separation already exists; promises a peer review before the FY 2025–2026 ACFR.

Claims financial separation already exists; promises a peer review before the FY 2025–2026 ACFR.

Claims financial separation already exists; promises a peer review before the FY 2025–2026 ACFR.

Claims financial separation already exists; promises a peer review before the FY 2025–2026 ACFR.

Claims financial separation already exists; promises a peer review before the FY 2025–2026 ACFR.

Claims June 2026 implementation and promises annual allocation-plan review.

Claims June 2026 implementation and promises annual allocation-plan review.

Claims June 2026 implementation and promises annual allocation-plan review.

Claims June 2026 implementation and promises annual allocation-plan review.

Claims June 2026 implementation and promises annual allocation-plan review.

Plans budget and control improvements, with qualified efforts toward annual reporting by July 1, 2027.

Plans budget and control improvements, with qualified efforts toward annual reporting by July 1, 2027.

Plans budget and control improvements, with qualified efforts toward annual reporting by July 1, 2027.

Plans budget and control improvements, with qualified efforts toward annual reporting by July 1, 2027.

Plans budget and control improvements, with qualified efforts toward annual reporting by July 1, 2027.

Will not replace the underlying software as proposed; plans existing-system upgrades instead.

Will not replace the underlying software as proposed; plans existing-system upgrades instead.

Will not replace the underlying software as proposed; plans existing-system upgrades instead.

Will not replace the underlying software as proposed; plans existing-system upgrades instead.

Will not replace the underlying software as proposed; plans existing-system upgrades instead.

Will prepare onboarding/offboarding and organizational-culture programs.

Will prepare onboarding/offboarding and organizational-culture programs.

Will prepare onboarding/offboarding and organizational-culture programs.

Will prepare onboarding/offboarding and organizational-culture programs.

Will prepare onboarding/offboarding and organizational-culture programs.

Claims SharePoint exists and promises policy updates and later training.

Claims SharePoint exists and promises policy updates and later training.

Claims SharePoint exists and promises policy updates and later training.

Claims SharePoint exists and promises policy updates and later training.

Claims SharePoint exists and promises policy updates and later training.

Claims an impartial complaint-investigation process is implemented.

Claims an impartial complaint-investigation process is implemented.

Claims an impartial complaint-investigation process is implemented.

Claims an impartial complaint-investigation process is implemented.

Claims an impartial complaint-investigation process is implemented.

Claims a strategic plan is implemented.

Claims a strategic plan is implemented.

Claims a strategic plan is implemented.

Claims a strategic plan is implemented.

Claims a strategic plan is implemented.

Claims implementation of a last-visit report, data-entry expectations and staff guidance.

Requires analysis of master scheduling and travel coordination by December 16, 2026.

Claims revised office scheduling is implemented.

Will phase in suitable digital training, with work expected to continue through June 30, 2027.

Partly disagrees; characterizes Ordinance 963 as the first local limit, not an increase from an applicable local cap.

Partly disagrees; says the exception has limited triggers and does not generally nullify the ordinance.

Disagrees wholly with the claimed conflict with AB 571’s purposes.

Disagrees; says moving a non-time-set item did not require the alleged motion.

Agrees.

Disagrees with the inference of influence from a contribution.

Disagrees wholly; distinguishes C-25 investigations from general employee-relations matters.

Disagrees wholly that an unofficial 80/20 screening rule is used.

Partly agrees about inconsistent cross-reporting, limited to matters within C-25.

Partly disagrees; distinguishes qualifying C-25 complaints and cites cross-reporting history.

Disagrees wholly.

Partly agrees; accepts disposition-documentation gaps, not a duty to transfer all confidential files.

Agrees with the disciplinary-reporting finding.

Disagrees wholly that required disciplinary reporting is omitted.

Partly agrees that coordination can improve; disputes that HR has taken no action.

Agrees.

Disagrees wholly.

Agrees that no AB 1185 entity has been established.

Agrees.

Disagrees wholly with the broad causal and systemic characterization.

Disagrees wholly.

Disagrees with the accountability claim while acknowledging internal investigations are not structurally independent.

Disagrees wholly; describes internal routines and external checks.

Disagrees; acknowledges no single consolidated dashboard and cites existing reports.

Disagrees wholly; cites mandatory reporting and review.

Disagrees with the description of improvements as uncoordinated.

Disagrees wholly; describes policy audits and recurring coordination.

Disagrees with lack-of-planning implications while acknowledging no single unified County plan.

Disagrees wholly; cites corrective work and prior reviews.

Partly agrees on documentation and disputes using it as the sole measure of advisory value.

Disagrees wholly; emphasizes the Committee’s advisory purpose.

Agrees.

Disagrees wholly with the proposed standards’ authority and value.

Disagrees with a demonstrated causal connection and emphasizes discretion.

Disagrees wholly with the causal interpretation.

Disagrees wholly with the culture and unchecked-complaint characterization.

Disagrees; acknowledges missing manual references and emphasizes policies’ independent applicability.

Disagrees wholly that the described events establish a leave-law violation.

Disagrees wholly with the claimed biased promotional process.

Disagrees wholly with the asserted selective-enforcement inference.

Disagrees wholly with the claim that complaints are not taken seriously.

Accepts that roles and authority were not always clearly understood or consistently applied; disputes that this necessarily created micromanagement.

Partly agrees on leadership continuity concerns.

Partly agrees on communication improvements.

Partly disagrees; distinguishes fund balance, cash, adjustments and reconciliations.

Partly disagrees; distinguishes fund balance, cash, adjustments and reconciliations.

Partly disagrees; distinguishes fund balance, cash, adjustments and reconciliations.

Partly disagrees; distinguishes fund balance, cash, adjustments and reconciliations.

Partly disagrees; distinguishes fund balance, cash, adjustments and reconciliations.

Partly disagrees; denies recent unlawful transfers and does not resolve every older year.

Partly disagrees; denies recent unlawful transfers and does not resolve every older year.

Partly disagrees; denies recent unlawful transfers and does not resolve every older year.

Partly disagrees; denies recent unlawful transfers and does not resolve every older year.

Partly disagrees; denies recent unlawful transfers and does not resolve every older year.

Partly disagrees; distinguishes current allocation work from historical weaknesses.

Partly disagrees; distinguishes current allocation work from historical weaknesses.

Partly disagrees; distinguishes current allocation work from historical weaknesses.

Partly disagrees; distinguishes current allocation work from historical weaknesses.

Partly disagrees; distinguishes current allocation work from historical weaknesses.

Agrees, with dated rating history and fiscal context.

Agrees, with dated rating history and fiscal context.

Agrees, with dated rating history and fiscal context.

Agrees, with dated rating history and fiscal context.

Agrees, with dated rating history and fiscal context.

Partly disagrees; accepts the November 2024–April 2026 billing crisis but denies it continues and disputes the proposed fiscal-transfer connection.

Partly disagrees; accepts the November 2024–April 2026 billing crisis but denies it continues and disputes the proposed fiscal-transfer connection.

Partly disagrees; accepts the November 2024–April 2026 billing crisis but denies it continues and disputes the proposed fiscal-transfer connection.

Partly disagrees; accepts the November 2024–April 2026 billing crisis but denies it continues and disputes the proposed fiscal-transfer connection.

Partly disagrees; accepts the November 2024–April 2026 billing crisis but denies it continues and disputes the proposed fiscal-transfer connection.

Agrees, with recruitment, budget and strategic-plan context.

Agrees, with recruitment, budget and strategic-plan context.

Agrees, with recruitment, budget and strategic-plan context.

Agrees, with recruitment, budget and strategic-plan context.

Agrees, with recruitment, budget and strategic-plan context.

Partly disagrees; accepts some policy-update needs and disputes nonenforcement.

Partly disagrees; accepts some policy-update needs and disputes nonenforcement.

Partly disagrees; accepts some policy-update needs and disputes nonenforcement.

Partly disagrees; accepts some policy-update needs and disputes nonenforcement.

Partly disagrees; accepts some policy-update needs and disputes nonenforcement.

Disagrees that the City operates without a strategic plan.

Disagrees that the City operates without a strategic plan.

Disagrees that the City operates without a strategic plan.

Disagrees that the City operates without a strategic plan.

Disagrees that the City operates without a strategic plan.

Agrees about inconsistent systematic tracking.

Partly agrees; says a new Panoramic last-visit report already functions.

Partly agrees on coordination but questions a master calendar as the primary control.

Partly agrees that flexibility helps and defends office days’ operational purpose.

Agrees about training demands.

Agrees that suitable concepts can be digitized while field coaching remains.