I don't relish in being a "whistle blower," and the majority of these problems, either when I made comments or not, have caused me much anxiety and, in the case when I made my complaints known, extreme excoriation by superiors; but I think the ethical and professional thing to do compels me to make this information known to the California Department of Veterans Affairs and the Employment Development Department.
I don't relish in being a "whistle blower," and the majority of these problems, either when I made comments or not, have caused me much anxiety and, in the case when I made my complaints known, extreme excoriation by superiors; but I think the ethical and professional thing to do compels me to make this information known to the California Department of Veterans Affairs and the Employment Development Department.
I don't relish in being a "whistle blower," and the majority of these problems, either when I made comments or not, have caused me much anxiety and, in the case when I made my complaints known, extreme excoriation by superiors; but I think the ethical and professional thing to do compels me to make this information known to the California Department of Veterans Affairs and the Employment Development Department.
Riverside, CA 92516 951.212.9096 kris.zane@yahoo.com Analysis of Problems and Mismanagement of the California Operation Welcome Home (COWH) Program, Riverside Office By Kris Zane, COWH Riverside Staff Member December 20, 2010 1 Introduction Within the California Operation Welcome Home (COWH) program, Riverside Office, I have witnessed a host of problems and mismanagement: from minor to major, to ethical, to clearly a misuse of California Operation Welcome Home staff for purposes of a non-COWH nature--that is, mismanagement of COWH/ Employment Development Department (EDD) funds. Upon witnessing the various problems and mismanagement, I initially did not "make any waves," so to speak; then, several months into the program, making some comments about several of the matters, was reprimanded, basically told to keep my mouth shut, and, towards the end, was reprimanded before all my coworkers and several managers. I don't relish in being a "whistle blower," and the majority of these problems, either when I made comments or not, have caused me much anxiety and, in the case when I made my complaints known, extreme excoriation by superiors; but I think the ethical and professional thing to do compels me to make this information known to the California Department of Veterans Affairs and the Employment Development Department. I was informed on 12/13/2010 by Thomas Flournoy, Program Manager for the EDD Riverside Office, with Judy Jones, Riverside COWH Manager also present, that I was being "laid off due to budget cutbacks," my last day being given as 12/30/2010, while my coworkers retained their positions. The reason given was that I did not satisfy the "evaluation matrix." Exactly how or why my evaluation matrix was considered deficient was not elaborated on (see Section 9). 2 I would request that this Analysis, consisting of sixty-one (61) pages, including the exhibits, not be brought to the attention of those named therein (outside of a formal investigation), so that there be no retributive action taken against me, especially of a personal nature, as it may seem fit to relieve the named individuals of their positions. Sincerely, Kris Zane December 20, 2010 3 Table of Contents Introduction......................................................................................................................Page 2 Section 1 Forbidding of speaking/making contact with State of California/County of Riverside/etc. entities or individuals by Judy Jones, COWH manager, Riverside Beginning approximately March 1, 2010...............................................................Page 8 Section 2 Conference call from Governor's Office by David Knudsen, the Deputy Cabinet Secretary, to all Southern California COWH staff and managers May 18, 2010, 3 p.m.......................................................................................................Page 9 Section 3 CVCS 30-day follow-up training (Webinar), by Michael Bunch, COWH Project Coordinator to all Southern California COWH staff and managers May 25, 2010 8:30 a.m...............................................................................................Page 11 Section 4 Southern Workforce Services Division "Connecting the Pieces" Training and Conference June 1-3, 2010..............................................................................................................Page 13 4 Section 5 COWH employees in the Riverside office doing receptionist work for the County of Riverside Beginning approximately March 1, 2010............................................................Page 16 Section 6 My contact and visits to the March Air Reserve Base U.S. VETS Homeless Housing, and subsequent reprimand for Beginning June 21, 2010...........................................................................................Page 20 Section 7 Use of empty County of Riverside cubicle behind fourth floor reception area and subsequent reprimand by Judy Jones; subsequent reprimand/meeting between Cheri Hales, Judy Jones, and myself Beginning June 19, 2010...........................................................................................Page 25 Section 8 COWH meeting in Murrieta; reprimand by managers, including Judy Jones; derogatory comments by COWH coworkers August 5, 2010..............................................................................................................Page 33 Section 8A Conference call from Governor's Office by David Knudsen, the Deputy Cabinet Secretary, to all Southern California COWH staff and managers August 19, 2010 ..........................................................................................................Page 36 5 Section 8B Email sent to Judy Jones complaining of several issues, subsequent meeting with Thomas Flournoy, Judy Jones, and myself September 27, 2010.....................................................................................................Page 37 Section 9 Informed that I was being laid of because of budget cuts December 13, 2010......................................................................................................Page 44 Section 10 Miscellaneous problems and mismanagement Various dates.................................................................................................................Page 51 6 Exhibits Located at the End of This Text/as a Separate File Table of Exhibits Exhibit 1....................................................... County of Riverside Receptionist Schedule Exhibit 2....................................................... County of Riverside Phone Extension List Exhibit 3......................................................... County of Riverside Visitor Sign-in Sheet Exhibit 4.......................................................................... COWH Self-Made Business Cards Exhibit 5................................................... COWH Self-Made Information/Contact Sheet Exhibit 6...................................................................................... COWH Position Statement Exhibit 7.........................................................................................................Cubicle Schedule 7 SECTION 1 FORBIDDING OF SPEAKING/MAKING CONTACT WITH STATE OF CALIFORNIA/COUNTY OF RIVERSIDE/ETC. ENTITIES OR INDIVIDUALS BY JUDY JONES, COWH MANAGER, RIVERSIDE Beginning approximately March 1, 2010 As I witnessed it, this subject was prefaced by Judy Jones reprimanding a COWH Riverside staff member (this occurred approximately March 1, 2010) for making contact with the Veterans Service Officer (VSO) in the Riverside County (Spruce St., Riverside) office. The employee simply wanted to introduce himself to the VSO, to introduce the COWH program, state that we would be referring veterans to him, and asking what services he would be providing so that we could make this information known to the veterans. This reprimand occurred in front of all COWH staff, and set up a fearful climate, in which it was forbidden to speak to basically anyone that had any relation to anything even remotely related to the State of California or County of Riverside (including community- based programs, Vet Centers, and a host of other organizations/entities). All things were to be spoken through Judy Jones, or that she would have to give approval for this contact to be made. What, in the end, this amounted to, was that all contact with any entity was always denied. Her reasoning behind this was: "Everything's so political." This denial of contact with any entity/individual extended to asking questions or making comments during training, conference calls, and conferences/training, as I will hereafter explain. 8 SECTION 2 CONFERENCE CALL FROM GOVERNOR'S OFFICE BY DAVID KNUDSEN, THE DEPUTY CABINET SECRETARY, TO ALL SOUTHERN CALIFORNIA COWH STAFF AND MANAGERS MAY 18, 2010, 3 p.m. For this conference call from the Governor's Office by David Knudsen, COWH staff--including the manager Judy Jones--gathered in a conference room on the fifth floor of the Riverside office ("Riverside" and "Riverside office" here and hereafter in reference to the State of California Employment Development Department and County of Riverside Workforce Development Center, 1325 Spruce Street, Riverside, CA 92507). Going into the conference call, Judy Jones instructed all staff to not say a word, even if comments and questions were asked for. Once the conference call began, and after Mr. Knudsen discussed the history behind COWH, how the COWH program was currently doing, some aspects of the CVCS interview system, and, after delineating some of the statistics regarding veterans and unemployment, Mr. Knudsen asked for any comments, questions, or problems perceived in the program, specifically regarding the CVCS interview system and/or process. Judy Jones made gestures and hard looks at all of the Riverside COWH staff to remind them to absolutely not say a word. Contrary to our office, many COWH staff from San Diego, Rancho Cucamonga, etc., asked questions, made comments, and specifically pointed out some problems with the CVCS interview, process, and database, to which Mr. 9 Knudsen thanked the staff for the information provided, stating that he would look into and address the comments/problems, and make known the problems to the Governor's office. Afterwards Judy Jones expressed relief to her staff that no one from her office had made any comments, and she reiterated: "Don't say nothing to no one! I won't have it!" 10 SECTION 3 CVCS 30-DAY FOLLOW-UP TRAINING (WEBINAR), BY MICHAEL BUNCH, COWH PROJECT COORDINATOR, TO ALL SOUTHERN CALIFORNIA COWH STAFF AND MANAGERS May 25, 2010, 8:30 a.m. For the 30-Day Follow-up Webinar, COWH Riverside staff gathered around two computer monitors, set up the telephone properly, and watched and listened as Mr. Bunch (from a remote location) went over the CVCS 30-Day Follow-up tabs, explaining changes that had been made to the CVCS system, and how to fill out the various questions on the tabs. As I had taken notes during the Governor's office conference call by Mr. Knudsen (see Section 2), and, after presenting these notes as requested to Judy Jones in PDF format (I subsequently became the official recorder of minutes for all subsequent meetings, training, conference calls, etc. up until this day, because of my skill in taking detailed and organized notes), Judy Jones again asked me to take notes, organize them, and email them to her. As I was taking notes, Judy Jones sat next to me, speaking to another COWH staff member of non-work related matters, so that I found it difficult to hear Mr. Bunch speaking on the conference phone. The CVCS training being concluded, Mr. Bunch asked for any comments, questions or problems relating to any CVCS matter. Perceiving a major problem with the CVCS system, a problem both experienced by myself and others, not only in the Riverside office, but also the Hemet/Murrieta office, I wanted to address this matter to Mr. Bunch. (I will address this specific CVCS problem in 11 Section 4). I turned to Judy Jones and asked her if I could ask Mr. Bunch a question, to which she wanted to know the subject of the question, to which I told her. I also indicated that I had emailed the CVCS help desk regarding this problem without getting an answer. Judy Jones refused my request to ask the question. I subsequently, the next day, again addressed the question to the CVCS help desk, discussing in more detail the problem, without getting a response. 12 SECTION 4 SOUTHERN WORKFORCE SERVICES DIVISION "CONNECTING THE PIECES" TRAINING/CONFERENCE, GARDEN GROVE, CALIFORNIA June 1-3, 2010 During the "Connecting the Pieces" training/conference, Judy Jones, as before, had reiterated that we were not to talk to anyone; to not make any comments; to not ask any questions. This conference consisted of a combination of awards, training, speakers, etc., including, on June 2, 2010, a talk given by Ted Puntillo, the Deputy Secretary of Veterans Services. The talk occurred in a large room, with staff from all aspects of various veterans services sitting at tables, Mr. Puntillo being at the front with a microphone. During the talk, in which he discussed the CVCS system among other things, Mr. Puntillo at certain times made comments to Michael Bunch sitting at a nearby table for clarification of a matter, etc. At the end of his talk, as was to be expected, he asked for any comments, questions, or perceived problems on any matter. For probably twenty minutes, various individuals within the room made comments, asked questions, and pointed out problems. I, of course, wanted to address the CVCS issue (see Section 3), but, knowing that I would be reprimanded for addressing the problem, held my peace. At one point, however, believing Judy Jones' command being unwarranted and clearly against other office's policy, determined to do what was right, and raised my hand. Upon being called upon by Mr. Puntillo, I discussed a problem with the CVCS system which I felt was a major issue, that of inputting information either 13 in the question section or comment section, the veteran's record being saved and exited; and then, upon opening up the veteran's CVCS file subsequently, the inputted information being completely erased. I had been told of this happening by at least two other COWH staff members, one in the Hemet/Murreta office, the other in the Riverside office, and it had occurred to me twice. My question to Mr. Puntillo initially regarded how long it took for the CVCS help desk to answer a question, and, sitting down, at one point asking a subsequent question, led into my description of the erasure problem, to which someone from the back stated they couldn't hear me. I then was handed the microphone by Mr. Puntillo, and spent several minutes going over the problem, how I had tried to back up possible lost information by printing out the various tabs, being unsuccessful with this, etc. At the end of my questions/comments, Mr. Puntillo handed me his business card, and, a few minutes later, while his talk continued, Michael Bunch gestured for me to go over to his table to get my phone number and email to address the erasure problem further at a later time. As I began to give Mr. Bunch my phone number, Judy Jones came racing up from the back of the room, interrupting, stating an outright lie that the problem was not with the CVCS system, but was a problem with my computer. (I had been having problems with my laptop, but this was not the issue, as the same problem, as I have said, had occurred with the two other employees on regular desktops). Mr. Bunch ceased in the writing down of my phone number and email address, and, rather than argue with Judy Jones, I simply went back to my table, knowing that after the days' events were completed, I would be severely reprimanded. 14 Subsequently, upon leaving the room, Judy Jones accosted me, stating: "I told you not to say anything! Don't ever do that again. I won't have it!" At one point Dianne Hughes from Workforce Development was brought into the conversation with myself and Judy Jones, to where I disputed Judy Jones' claim, stating that what she had said to Michael Bunch was untrue--i.e., a lie--pointing out that two other COWH staff members had had the same problem. Dianne Hughes stated that I should carbon copy (CC) to her all emails sent to the CVCS help desk, so that she might investigate the matter. Subsequently, several weeks later, using Dianne Hughes' comment about emailing her regarding anything related to CVCS, after submitting a success story to Judy Jones twice for approval without an acknowledgment that they were sent (we were instructed by Michael Bunch during the training to send all success stories to the CVCS help desk with "Success Story" in the subject line), I decided to send the success story a third time to Judy Jones, with this time also sending a CC to Dianne Hughes. (I was later reprimanded by Judy Jones and Cheri Hales (EDD Manager in the Riverside office) for submitting the success story to Dianne Hughes; see Section 7). 15 SECTION 5 COWH EMPLOYEES IN THE RIVERSIDE OFFICE DOING RECEPTIONIST WORK FOR THE COUNTY OF RIVERSIDE Beginning approximately March 1, 2010 The COWH Riverside staff not having any fixed location where they could do their work, previously sitting in empty County of Riverside cubicles, in approximately the beginning of March of 2010, were "graciously" (per the verbiage of Cheri Hales and Judy Jones) given space at the receptionist desks on the fourth and fifth floors. There were at this time approximately eleven COWH staff, and the reception areas were "staffed" by about half of the COWH employees per floor. I was part of the fourth floor staff. By "staffed" and "receptionist desk," I mean to say that it became immediately apparent that this was not simply unused space that we were given access to, but that certain receptionist duties were expected of us (primarily on the fourth floor, as the fifth floor was not equipped with telephones). It also became immediately clear that we were taking the place of County of Riverside employees that had been previously rotating receptionist duties apart from their regular duties. Additionally, I saw a schedule posted on the fourth floor that the County of Riverside employees had been using to determine who was to have receptionist duties and when (See Exhibit 1). Upon being situated on the fourth floor--the fifth floor had basically no (or rather few) receptionists functions, as there were no phones installed, myself and several other COWH staff members were responsible for the following duties, most of which were not explained to us: 16 A. When packages from UPS, Fedex, or County of Riverside Supply Services came in, we were to call the individuals for whom the packages were for, using a supplied phone list (See Exhibit 2), listing literally dozens of individuals throughout the building, even those individuals that worked at other Riverside locations. We were instructed to never sign for the packages ourselves, but always to call the individual for whom the package was for. This resulted in everything from having to make a quick phone call, taking a matter of a few moments, to (more often) of ten minutes or more, because the individual was not at their desk, and we had to attempt to track the person down, or, in most cases, trying to get a coworker of the recipient of the package to sign for it. A fairly large volume of packages came to the fourth floor, a predominant amount being for the IT department, as we were in close proximity to that department. We were also given packages and documents for pickup by the various delivery services (and occasionally pick up by outside agencies), often with phone numbers of the County of Riverside employee in case the the pickup person/entity had any questions. Additionally, often when the individual to whom a package was for, to which was not in and signed for by a County of Riverside coworker, we held the package behind the desk, and would repeatedly have to call the County of Riverside employee to come pick up their package. B. As previously stated, the fourth floor reception area was situated adjacent to the County of Riverside IT department, which handled the distribution, repair, and turning in of County of Riverside employee cell phones; so that a fairly large volume of individuals came in asking for the IT department (they were behind a 17 locked, keypad-accessed door), to which we would need to call the IT department (they often did not answer their phones) to let them know that an individual needed assistance in obtaining a phone, having a phone repaired, or turning in a phone. C. For all visitors attending meetings/training, IT-related matters, and a host of other individuals, we were to ask the visitors to sign a sign-in sheet (See Exhibit 3), the purpose of the sign-in sheet (we were told by the County of Riverside "trainer") was, in the case of an evacuation of the building (fire, earthquake, bomb threat, etc.), a roll could be conducted to determine whether everyone was out of the building and accounted for. D. The fourth floor reception area was situated adjacent to one large conference room, and one smaller conference room being situated down the hall; therefore, there was a fairly large volume of individuals attending meetings and training, sometimes employees from the building, but more often than not, individuals coming from remote locations, e.g., Department of Labor, vendors giving presentations, etc.; the point being that we had to (after signing in the individuals), direct them to the appropriate conference rooms, bathrooms, vending machines, etc. During large (twenty or thirty individuals) meetings/training, this resulted in a significant amount of time being taken in directing the individuals to sign in, directing them to the conference room, bathrooms, etc. E. Often, as visitors were constantly streaming in, occasionally the County of 18 Riverside employee who was expecting a visitor, would inform us of the visit, inform us of the time, inform us of the specifics, etc. of the individual so that there would be no problems; so that often we would post a note in the reception area for all COWH employees to know about it, as often (we subsequently had a significant amount of COWH staff members quit for various reasons) there was only a single COWH employee at the desk when this information was given. One such common note was when a particular County of Riverside department was having individuals come in for job interviews. We were often given a multiple name list stating the job interviewee's name, time they were to come in, and individual to call when they did come in. F. Occasionally, because all offices and departments were behind keypad- accessed doors, an individual who was not authorized to be in the area attempted to breach the door by asking COWH "receptionist" staff for the combination, or attempted to get past the key pad-accessed door by following someone in; therefore one of the functions of the COWH "receptionist" staff was to act as a security desk. As could be expected, if, on the fourth floor, as a COWH employee was engaged in speaking on the phone to a veteran, or attempting to gather a referral for a veteran, or a host of innumerable other things, and he was interrupted by individuals, UPS (etc.) drivers, phone calls, security issues, etc., this made it rather difficult to conduct one's COWH duties. This led to an incident that I will describe in Section 7. 19 SECTION 6 MY CONTACT AND VISIT TO THE MARCH AIR RESERVE BASE U.S. VETS HOMELESS HOUSING, AND SUBSEQUENT REPRIMAND Beginning June 21, 2010 For whatever reason, the number of veterans assigned to COWH Riverside staff were scant--I had approximately six veterans assigned to me over a three- month period, half of which were unable to be contacted, thus literally having an average of one vet assigned to me per month. After spending a large amount of time helping two vets that had significant problems; after spending a large amount of time gathering various PDF files regarding veteran's benefits; compiling contact sheets for various veterans-related entities; after compiling a master website list, etc., finally running out of things to do, I determined I would be proactive in increasing the number of veterans in my caseload. Working in the Career Resource Area (CRA) at the Riverside EDD One Stop over several days, I met two veterans living at the U.S. VETS March Air Reserve Homeless Housing facility; and, learning that one of the COWH staff from the Hemet/Murrieta branch visited the facility on a regular basis, I concluded that I would try to contact the facility and gain permission to present my services to the veterans (on my own time). This was encouraged by the two homeless veterans, telling me they could use all the help available (I had spent a significant amount of time helping these veterans with rsums and job searches in the CRA). I found the website for the U.S. VETS facility, emailed the listed director, 20 and, after several days, received no response. Upon seeing one of the homeless veterans the next time he came into the CRA, I informed him of this lack of response, telling him who I contacted. He informed me that that person would never call me back; that I needed to contact Herb Edmonds, the Program Manager for the facility, the veteran giving me this individual's card. I subsequently phoned Mr. Edmonds Tuesday June 21, 2010, to which he informed me that I would be welcome to come, the best time being on Tuesdays, around 7 p.m., after the "Reality Check" (which I subsequently learned is a time where the homeless veterans receive information, talk about any problems, success stories, introduce new individuals to the facility, etc.). I therefore planned on going after work that day. Prior to going, I thought it wise to have some type of information to hand out as far as contacting me, a document to describe things I could do for the veterans, etc., and subsequently later that day created and printed up business cards (getting the blanks from the local office supply store, placing my contact information and placing the COWH logo thereon (See Exhibit 4), and also created an information sheet describing things I could help the veterans with, such as job leads, benefit information, ordering their DD-214, etc., also with the COWH logo thereon (See Exhibit 5). Armed with the business cards and information sheets, CDVA Reintegration forms, and an array of veteran's benefit information, I arrived at the facility at 7 p.m. After sitting through approximately forty-five minutes of the Reality Check, Mr. Edmonds gestured for me to come up to the podium, introducing who I was. I talked about the COWH program, various benefits available to veterans, and informed them particularly of the Dependent College Fee Waiver program, 21 thinking that many of the older veterans would have college-age kids, and went on for about fifteen minutes describing everything from discounts for fishing licenses to help with rsums, to job leads. The response was enthusiastic, and I gave my business cards and information sheets out, and had ten veterans fill out the Reintegration form. (Regarding the Reintegration form, I prefaced filling this out, in that if any of the veterans were working with anyone from the Hemet location (they subsequently moved to the Murrieta office), to not fill out the Reintegration form, because I didn't want to "step on anyone's shoes," so to speak; additionally, I did not want to duplicate records in the CVCS system. This will be expanded on later). I subsequently went the following Tuesday, doing the same thing for any new veterans arriving at the facility, and informed Herb Edmonds, that if it was okay with him, I would come each Tuesday evening. He informed me that he thought this a great idea. Sometime after the second visit to the U.S. VETS facility, Judy Jones phoned me, asking whether I had gone there, to which I responded, Yes. She asked me if I had passed out business cards and a flier sheet with the COWH logo on it. I again responded, Yes. She said, "Don't do that anymore!" and stated that she would talk to me about it later. She later informed me that I was forbidden to go there; that that was the Murrieta office's territory (even though they were twenty-two miles from the facility, and we were nine miles from the facility); that I was to destroy the information sheets and business cards. Later that day there was a meeting called of all Riverside COWH staff, to which, arriving several minutes early, I learned that all COWH staff members already knew about the reprimand and the subject of the reprimand, and 22 thought it a laughing matter. After Judy Jones arrived and the meeting started, Judy Jones spoke in general terms, not naming me, stating that we were not to contact any outside facility without her permission, that we were not to print up business cards; that she had "heard" that certain COWH staff members were in possession of these business cards (many of the COWH staff were impressed with how nice the business cards I had printed out looked, and asked for me to print them up some, to which I did, as, after several months, none of us had been given business cards); and that these business cards were to be destroyed. Regarding the business cards, during this meeting, and the subsequent mandate that these business cards were to be destroyed, the question of obtaining business cards from EDD was broached by several of the COWH staff members. Judy Jones informed the staff that she would order business cards for everyone. Approximately two months later, a box of business cards arrived for each staff member, the exception being myself. Judy Jones repeatedly informed me, over a several month period, that "they" (i.e., the EDD printers) had made an error, and had lost the order, and she supposedly reordered them several times with my continued and often requests for business cards. As of the writing of this report, December 20, 2010, I have as yet to receive any business cards. Returning to the subject of the meeting, I requested permission to make a comment. Given permission, I stated that everyone knew who was being discussed here (in regard to making contact with outside facilities and using non-authorized business cards). That everyone already knew about it, that-- and here Judy Jones cut me off, flying into a fury, stating that it was against EDD policy for her to discuss employee issues with other employees. That she had 23 absolutely said nothing to anyone. (This was obviously a lie, as all COWH staff members were talking and joking about it as I walked into the meeting, prior to Judy Jones arriving). After she calmed down, I asked her what I was to do with the homeless facility veterans I was already working with, as I had put them in the CVCS system. She informed me that she would get back to me, to which she never did, so that I continued for several months thereafter to assist the veterans that I initially had signed up in the CVCS system. I subsequently shortly thereafter found out that two COWH Murrieta staff had duplicate records of several veterans that I had signed up, to which I deleted them out of the system, per the manager of the Murrieta office (Brenda Alipour's) request. I believe the complaint of my spending time at U.S. VETS came from the a COWH staff member at the Murrieta office who had been going out to the U.S. VETS facility. I also later determined that this individual was doing very little in regard to making known benefit information, as two veterans I was working with, having college age, or near-college age kids, having a disability rating, knew nothing about the Dependent College Fee Waiver, an extremely important benefit for 0% disability rating or above veterans, as this program pays in full college expenses for any California Community College, CSU, or UC campus, amounting to savings of thousands of dollars for the veterans and/or their kids. 24 SECTION 7 USE OF EMPTY COUNTY OF RIVERSIDE CUBICLE BEHIND FOURTH FLOOR RECEPTION AREA AND SUBSEQUENT REPRIMAND BY JUDY JONES; SUBSEQUENT REPRIMAND/MEETING BETWEEN CHERI HALES, JUDY JONES, AND MYSELF; THEN LATER MEETING WITH THOMAS FLOURNOY, JUDY JONES AND MYSELF Initial reprimand June 19, 2010 As I stated in Section 5, COWH staff were stationed in the receptionist areas beginning on approximately March 1, 2010, the fourth floor COWH staff (including myself) having to do receptionist-related duties. Upon the first day of being given our new receptionist duties on the fourth floor, the County of Riverside employee who "trained" us on what to do, Kathleen Terry, seeing that I had my equipment issued to me--notebook computer, printer, cables, etc., along with the wheeled carrying case--offered to give me a key to a series of cabinets and drawers belonging to one of the empty cubicles behind the receptionist area, so that when I went to lunch, or left for the day, I might lock up my equipment. I accepted this gesture, and subsequently used these series of cabinets until June 19, 2010. After approximately two months of sitting in the receptionist area, setting up my laptop and printer, I determined that it would be wiser to set up my equipment in the empty cubicle behind the receptionist area where I had been locking up my equipment. I further determined, because I had an extensive amount of folders in which I kept a wide assortment of veteran-related books, brochures, fact sheets, contact information for Vet Centers, etc.--which became 25 cumbersome and an eyesore being spread across the reception counter area--I determined to utilize the desk and additional file cabinets and drawers in the same empty cubicle area that I had been storing my equipment. Additionally, this decision was prompted by Judy Jones on several occasions complaining about the amount of folders I had had in the reception area. Further, being frustrated with the constant barrage of interruptions, I decided that because the cubicle behind the receptionist area was empty, that I would set up my computer and printer in the empty cubicle on a permanent basis, organizing my files, booklets, etc. in the file drawers also. When there was sufficient COWH staff at the receptionist area, I would sit in the cubicle. When there was a limited amount of staff there (that is, no other person there) I would sit in the receptionist area. The primary reason, however, for moving my equipment, etc. to the empty cubicle was because, if, on the phone with a veteran, whether it was a CVCS interview, or getting general information, or tracking down a referral, I would 1. Have trouble hearing the individual/veteran when an interruption occurred (a UPS shipment, etc.) ; 2. Could not concentrate with the amount of noise and interruptions; and 3. As I touch upon in Section 9, certain coworkers were constantly making personal phone calls, surfing the internet, checking emails, watching videos, etc. (and thus having conversations about this), therefore making it hard to concentrate and/or hear individuals/veterans that I was speaking to on the phone. So that as long as there was at least one other COWH staff member present, I would retreat to this empty cubicle. (This problem of COWH members constantly being on the internet/making personal phone calls, etc. subsided as the individuals who were engaged in this quit, and we were left 26 with a core of four hardworking COWH staff members, two individuals on the fourth floor receptionist area, and two individuals on the fifth floor receptionist area. After an incident that I later refer to as my "cubicle duty" (see Section 9 and Exhibit 7), I moved up to the fifth floor reception area, where I developed a camaraderie with Charles Smith, and we subsequently went on to work together on various things, such as veteran benefit information sharing, veteran job leads, and a host of other things, including a very successful PowerPoint presentation at the VET-NET meeting (see Section 9). Steven Main and Sergio De La Garza remained on the fourth floor, both individuals working hard assisting veterans, especially Steven Main who took over the Workforce Development orientation for veterans each morning, along with many other duties). Returning to the empty cubicle issue, on June 19, 2010, after having my folders in the file cabinet, and setting up my computer and printer in the empty cubicle for approximately one month, I was informed by Judy Jones that I would have to vacate the cubicle; that I would have to remove my computer case out of the standup cabinets, take my file folders out of the file cabinet, etc. Further, seeing we had been using the drawers in the receptionist area, she ordered all materials to be taken out of the drawers (we used these drawers for veteran's information brochures, personal effects, our lunch, etc.). I stated to Judy Jones that the County of Riverside employees had no problem with me using the empty cubicle behind the receptionist area or myself and the other staff using drawers in the receptionist area. I further stated that if we were doing receptionist work for the County of Riverside, why could we not use the empty cubicle and/or drawers in the receptionist area? I stated that I needed a desk, cabinet space, and file drawers to do my work. She stated that 27 there was nothing she could do about giving me a desk. That I should be thankful for the County of Riverside being "gracious enough" (this "gracious" verbiage seemed to be always on someone's lips when complaints of doing receptionist work occurred) to give us the receptionist area for our work. She also stated that we were not doing receptionist work for the County of Riverside, that we were simply leasing the area. I contended with her, stating that if we were leasing the area, why did we have to do receptionist work? I also showed her the schedule of County of Riverside employees that we replaced (See Exhibit 1). She again reiterated that we were not doing receptionist work. The next day, June 20, 2010, Judy Jones and Cheri Hales came to the fourth floor receptionist area, Judy Jones stating that we were going to have a "meeting." I was taken into an adjacent conference room and the door was closed. This "meeting" lasted approximately one hour, in which I was excoriated by Cheri Hales, with Judy Jones interjecting at certain points for my complaining about doing receptionist work, among other matters. Cheri Hales initially asked me what the problem was in me having to vacate the cubicle. I summarized the series of events that led me to begin using the cubicle, beginning with being given a key to the cabinet by the County of Riverside "trainer"; discussing the amount of folders, fact sheets, brochures, etc. needed to do my work; stating that I really needed a desk area to do my work. Cheri Hales stated that it was "complicated." That we had had to lease the receptionist area to give the COWH staff a place to work; that we had not leased the cubicle, and therefore could not use it. I stated that if we were leasing the receptionist area, why were we doing receptionist work for the County of Riverside? Why could we not use the drawers? Her response was vague and 28 convoluted, and never really addressed my questions, reiterating that we were not really doing receptionist work, to which I disagreed with. In regard to my call for a desk area because of the large amount of material that I needed to have on hand to explain any benefits to veterans; that I stated there were literally hundreds of pages of information regarding veteran's benefits that I needed to keep on hand to assist veterans, she stated that I "did not need to know about veteran's benefits"; that I simply needed to refer the veteran to individuals that would explain benefits to them. I was flabbergasted by this comment. I stated that this was not what the Position Statement stated (See Exhibit 6). (The Position Statement is a detailed list of job duties expected of COWH staff, which was given to all COWH staff at the initial training in Oceanside). Cheri Hales stated that "the Position Statement is not what you should be doing, but was written for the unions as to what you might be doing." Additionally, Cheri Hales reprimanded me for the following: 1. Sending my success story to Dianne Hughes. That I should have sent it to Judy Jones for approval first. I stated that I did this at least twice, in which it was ignored. Cheri Hales did not respond to this. (This success story was a rather long document that I wrote regarding a CVCS-assigned veteran, in which I had spent much time in assisting the veteran in getting into the exam process for the County of Riverside Deputy Sheriff position. After the veteran had waited several months to be assigned an exam date, the recruiter basically giving the veteran the run around, at the request of the veteran, I emailed the recruiter of the position, describing the COWH program, expressing the fact that the exam candidate had served in the Iraq/Afghanistan War, etc. Additionally, I also 29 located a high-level County of Riverside Human Resources official on the LinkedIn social networking site and asked for assistance. (We learned about the importance of networking during the Social Networking presentation given at the June 1-3, 2010 "Connecting the Pieces" conference, and I described this in the success story). The third time I sent the success story to Judy Jones (the first two times it being ignored), I CC'd it to Dianne Hughes, to which she subsequently emailed me stating that it was a great success story; that she would be sending me a template to put it in, for me to re-send it; to which I did later, the success story therefore actually being sent out to Judy Jones four times). 2. I was reprimanded for going to the U.S. VETS homeless facility. I stated that the Position Statement (See Exhibit 6) clearly stated we were to do work with "community-based organizations"; again her response was that the Position Statement was not a valid indicator of what we should be doing. 3. I was reprimanded for making contact with other outside organizations without approval. I stated that the Position Statement (See Exhibit 6) clearly stated we were to work with outside organizations; again her response was that the Position Statement was not a valid indicator of what we should be doing. 4. I was reprimanded for going outside of the job description in helping veterans, such as contacting various individuals when a veteran that I was assigned was having major problems with the VA healthcare system. I had called the VSO; I had called the Disability Navigator that he had been referred to; I had contacted 30 various other entities attempting to resolve the veteran's issue. The climate at the end of the meeting was that I was to keep my mouth shut and do what I was told or I could get out. Approximately one day later, Judy Jones knowing that I kept detailed notes of any meetings, asked me if I had later written any notes regarding this meeting. I lied and told her I did not, but in fact had made detailed notes of everything that was said. A few days later a series of strange phone calls from Judy Jones occurred, she calling from her cubicle on the fifth floor, me being in the fourth floor receptionist area. She called asking for the name of the person I had talked to "during training." I asked her who she meant, not sure what training she was referring to. "The man during the training in Orange County." I learned that she was referring to Ted Puntillo, Deputy Director of California Department of Veterans Affairs, and told her his name. She then called me back about thirty seconds later, asking me to spell his name. She then called back a third time, asking what the "A" stood for in CDVA, as I had said CDVA versus saying California Department of Veteran Affairs. She then called me back again asking who I had talked to at the table (when Michael Bunch had gestured for me to go over to the table to get my phone number and email address). I lied and said I didn't know his name. These series of phone calls occurred in a period of about two minutes. (See Section 4 for more information regarding the incident at the "Connecting the Pieces" conference). What this strange series of phone calls meant I never learned. I assume someone had contacted her regarding my dealings with Mr. Puntillo and Mr. Bunch, and had been upset about it. Some time later, I was brought into Thomas Flournoy's office with Judy 31 Jones to discuss my complaint of doing receptionist work, the problem regarding my use of the empty cubicle behind the receptionist area, etc.; in which it was stated by Mr. Flournoy that the County of Riverside had been "gracious" enough to supply us with space, and and what we were doing was by no means receptionist work. After I listed the innumerable receptionist duties, the posted County of Riverside sheet entitled "4th Floor Receptionist Schedule" used by County of Riverside staff to rotate duties, he again reiterated that what we were doing was not receptionist work. Sometime shortly thereafter, Judy Jones, per her prompted by Mr. Flournoy, emailed all Riverside COWH staff a "cubicle schedule," regarding two cubicles located on the 5th floor, adjacent to Judy Jones' desk, of which I will discuss in Section 9. 32 SECTION 8 COWH MEETING IN MURRIETA; REPRIMANDED BY JUDY JONES; DEROGATORY COMMENTS BY COWH COWORKERS August 5, 2010 On August 5, 2010, all Riverside and Murrieta COWH staff members, including the managers Judy Jones, Brenda Alipour, and Russell Best (an EDD Manager) were in attendance in a conference room at the Murrieta EDD. The subject matter of the meeting was the fact that the Riverside and Murrieta location's "numbers" were dismal in relation to San Diego; that we needed to figure out how to change that. There was also a call to begin keeping track of all phone calls made, emails sent, work done, etc. regarding CVCS-assigned and/or walk-in veterans, on a supplied Excel spreadsheet document. I noted that Judy Jones made a point of sitting next to me and often directed her eyes as to what I was writing in my notes, being fearful, I assume, of making note of something that was against COWH policy (see Section 7). I subsequently refrained from making any notes until later. In passing, as the meeting continued regarding the subject of this tracking Excel spreadsheet, I asked for clarification as to if I was working on a rsum for a veteran--which I spent quite a bit of time on cumulatively with many veterans--would that need to be recorded on this spreadsheet? Immediately Russell Best reprimanded me for this, stating that I shouldn't be spending time doing rsums for the veterans; that I should be sending them to County of Riverside Workforce Development (WD) for this. I expressed my dissatisfaction with the rsum that WD had supplied to several veterans that I had sent through the WD system, this being the CalJOBS/Rivcojobs rsum, which was a 33 rsum in a format that it would be unprofessional to send to an employer, which were data-searchable rsums, but were not formatted (visually) to be emailed/faxed, yet were being printed out for customers. Russell Best stated that if these were not sufficient, they then could go to the WD Boot Camp workshops where they could learn how to create a better rsum. I also expressed my dissatisfaction with the horrendous amount of time that the veterans had to spend going through the whole process simply to take a single workshop on creating a rsum. (At the time, a customer had to enroll for four days of workshops; they could not take only one (this, I believe has been changed). Additionally, they had to attend an orientation, take several assessment tests, see career coaches, offering of training, etc., when a veteran simply needed his rsum looked at and put into a nicer format and expanded somewhat. Further, I had seen the rsums written after taking the rsum workshop class, and, though an improvement, were still substandard in regard to applying for professional jobs. What I think wasn't understood, and is still not understood by Workforce Development, is that a significant amount of traffic that moves through Workforce Development are customers who are unskilled labor, and the rsums that are created for these customers are sufficient. But a veteran, who has served at least four years in the military, who often has very specialized skills and often much college work completed while on active duty, requires a much more detailed and professionally-formatted rsum to obtain upper-level employment). Returning to the meeting, I stated that I had a very nice format that I could take the veteran's previous (whether Caljobs or not) rsum, and, using my extensive rsum writing skills, ability to utilize various informational sources 34 to expand on job skills, I could create a a very nice rsum for the veteran in a relatively short amount of time. Again it was reiterated by Russell Best (and vehemently stated in a nasty manner by Judy Jones) that I should direct my veterans to WD to get help with rsums. I was then severely reprimanded and commanded by Judy Jones during the meeting that I would absolutely not work on any veteran rsums--that she "would make sure of it." I noted to myself, but did not state, that per the Position Statement, it calls for COWH staff to "assist veterans with rsum writing" (See Exhibit 6), but, per Cheri Hales (See Section 7), the Position Statement was not a valid indicator of what we should be doing. Additionally, during the discussion of my rsum writing services for veterans, two COWH coworkers began to complain about how my helping veterans with rsums, and my extensive time helping many veterans in the CRA with rsums and job searches, had been making excessive work for them; as when I wasn't around, they contended, these veterans expected them to supply as much time as I devoted to them. This I contended was an untruth. I noted to myself but did not state that these COWH staff members did very little work with veterans, especially the COWH staff member that I had sat next to on the fourth floor for several months, rarely seeing him do any work. 35 Section 8A CONFERENCE CALL FROM GOVERNOR'S OFFICE BY DAVID KNUDSEN, THE DEPUTY CABINET SECRETARY, TO ALL SOUTHERN CALIFORNIA COWH STAFF AND MANAGERS August 19, 2010 The same issue that occurred, as described in Section 2, was repeated, that is, that Judy Jones prior to and during the conference call instructed all staff to not say a word, even if comments and questions were asked for by Mr. Knudsen. 36 Section 8B EMAIL SENT TO JUDY JONES COMPLAINING OF SEVERAL ISSUES, SUBSEQUENT MEETING WITH THOMAS FLOURNOY, JUDY JONES, AND MYSELF September 27, 2010 While I was sitting on the fourth floor in the receptionist area, knowing that Judy Jones was at her desk on the fifth floor, on 09/27/2010 I sent Judy Jones an email complaining of several issues (copy of email included below). Within minutes I was summoned up to her desk via phone, she almost screaming at me. We argued about the various issues addressed in the email, which ended with her request as to what I was referring to when stating in the email: "I would like to speak to Dianne Hughes regarding these and other matters," in which she wanted to know what the "other matters" were. I told Judy Jones that I didn't want to discuss it with her, but, as she pressed me, I revealed that I wanted to discuss with Dianne Hughes the mandate that we were not allowed to make comments or ask questions during conference calls, training, and conferences. That we were forbidden in contacting outside entities and County of Riverside/EDD partners. Upon saying this, Judy Jones asked me if I wanted to speak to Thomas Flournoy. I stated that I didn't think anything would be resolved by speaking to him, but, when pressed, agreed to speak to him. We walked down to his office and met for approximately thirty minutes, Judy Jones also present. The discussion with Mr. Flournoy in regard to the various points/requests I made in the email is the following: 37 Regarding the VESS/VWS position that I was not informed about, Mr. Flournoy told Judy Jones that she was at fault for not indicating to me why I was excluded from these positions. Judy Jones indicated her fault in this, but as to why I was in fact excluded was never stated then or thereafter. Regarding the Moreno Valley outstation issue, Mr. Flournoy questioned Judy Jones regarding this, agreeing that she did in fact tell me for several months that I would be going to the Moreno Valley Employment Center on a permanent basis; and then had sent another employee without any explanation to me. Mr. Flournoy faulted Judy Jones for this, stating that it was her prerogative to send her staff wherever she saw fit, but that, after indicating to me for several months that I was to be outstationed there, and then simply dropping the subject and sending another staff member was unprofessional. I then and subsequently was not told why this decision was changed, although Judy Jones indicated there was a reason for this, and intimated that she would make this known to me. Regarding the employee being given an outstation at the Corona EDD, Mr. Flournoy asked Judy Jones the specifics of this. Judy Jones indicated that this particular individual had formerly been driving down to Oceanside and was given this outstation so that he would not have to make the long commute. I later met this individual, Lee Peterson, and found that in fact he had been having to spend approximately three hours commuting to work, so that this outstation being given to him was justified, and my complaint thereof in error. I subsequently spent half a day at the Corona EDD office with Mr. Peterson (we carpooled to a Murrieta meeting), and found him knowledgeable about his duties and deeply concerned for the veterans he was working with). 38 Regarding the issue of COWH Riverside staff members doing receptionist work, Mr. Flournoy argued with me that we were not in fact doing receptionist work; that EDD had leased the area, and that we were simply having to occasionally direct people to various places. I indicated the extensive receptionist duties that we were responsible for (see Section 5 for a detailed list of these duties); that there was posted a sheet entitled "4th Floor Receptionist Schedule" (see Exhibit 1); that County of Riverside employees had rotated receptionist desk duties prior to COWH staff members taking over these duties; and that the woman that had "trained" us, Kathleen Terry, had called what we were doing receptionist duties and had stated she thought it wrong for us to be doing it. After I had gone over all of these things, Mr. Flournoy reiterated that he still thought we were not doing receptionist duties; that, not having anywhere to put COWH staff, he had had to "lease" these receptionist areas; that County of Riverside had "been gracious" in letting us use these areas, and we should be thankful for having a place to work. Regarding the HP ink cartridge issue, Mr. Flournoy stated that it was my fault for using my own money to buy a printer cartridge, even though (as I explained to him) I had requested from Judy Jones on numerous occasions to procure me replacement cartridges; that I had, per Mr. Flournoy, without authority to do so, bought a cartridge, and therefore would not be reimbursed. (As a background to this, the fourth floor receptionist area had desktop computers but no printer. In order to print something, we would have to go to one of the many empty cubicles on the fifth floor. Because I almost always had my notebook computer set up with printer, and, having all my PDF files with veteran's benefit information thereon (and a host of other information that I 39 would often print out for veterans), it was much easier to print out from the notebook rather than to have to email the document to myself, then go to one of the cubicles, open up my email, then print it). Regarding the "other matters" that I had wanted to speak to Dianne Hughes about, I was fearful of broaching the subject of Judy Jones forbidding her staff from making outside contacts with EDD partners/ organizations/ private entities; but I was more fearful to reveal that Judy Jones had forbidden her staff from making comments or asking questions during conference calls, training, and conferences. I was fearful because I felt that if known, Judy Jones would lose her job. I mean by this that, for the most part, Judy Jones was a very nice person and treated her staff very nicely and courteously. She was absolutely incompetent, mismanaged the program, and mandated that we do things that were plainly against what was specified in the Position Statement (see Exhibit 6), but, ironically, the majority of the time, was a very nice and cheerful person. I knew, like everyone else, that Judy Jones had bills she had to pay, rent/mortgage, car payments, etc.; and that, if this mandating that we not speak during conferences, etc. was known, she would lose her job. I did not want this. But, prompted by both Judy Jones and Mr. Flournoy about bringing up these "other matters," I revealed these things to him. I assumed he would be shocked to find out about this. I was flabbergasted, however, when this information didn't bother him in the least. His response was that I had been in the military, so I should be used to being told to do things that I didn't necessarily agree with. Regarding doing things that were clearly against what was delineated in the Position Statement, he indicated that the EDD was constantly changing how they did things, so that I needed to get used to it. 40 Other matters that were discussed were the fact that I and most other staff members were told that they were getting a certain salary upon being hired and then, several days or weeks into the position, found out we were to receive lesser pay (i.e., the furlough situation). Mr. Flournoy was shocked that we were not told this upon being hired. Additionally, I indicated that, during training, we were told we would be constantly going to various outstations--VA hospitals, Vet Centers, etc.; be given a state car where we would be meeting veterans at various places; that we were going to be networking with various organizations, businesses, etc.; that the entire program was misrepresented to me and a host of other COWH staff members. Again, Mr. Flournoy stated that EDD is constantly changing the way they do things; again, that I had been in the military, so I should know that how things are done are constantly changing. Regarding speaking to Dianne Hughes, Mr. Flournoy asked me if I still wanted to speak to her. I was so intimidated at this point that I retracted my request to speak to her. Again, as with other meetings, the result was that I should do what I was told and shut my mouth, or I could find employment elsewhere. (Please see the email below in reference to this section): 41 From: Zane, Kris@EDD Sent: Monday, September 27, 2010 12:29 PM To: Jones, Judy D@EDD Cc: Zane, Kris@EDD Subject: Kris Zane Questions Judy,
With all due respect, I don't really understand why I have been omitted from participating in the part-time VESS/VWS positions that Steve and Charles have been a part of and other staff members in the Murrieta locations have been a part of.
Secondly, I don't understand after you told me several times that I was to be going to the Moreno Valley Resource Center, this was never followed through with. There is a large population of the USVETS MARB homeless shelter vets that utilize the facility, and I made it very clear that I wanted to work with them, whereas I have been told by Paul that he doesn't like working with them.
Now I have been told that another COWH staff member is going to work at the Corona facility, when I live right on the edge of Corona. You have the right to utilize me as you see fit, but I don't think it is very professional to not inform me as to why I am being excluded from certain positions.
Thirdly, I still disagree with COWH staff being used as receptionists for the County of Riverside.
Fourthly, I am owed $25.00 for a HP98 Ink cartridge I bought for which I requested replacement ink cartridges several months ago. I borrowed the HP95 ink cartridge from Steve that is due him.
Fourthly, I would like to speak to Dianne Hughes regarding these and 42 other matters. Sincerely,
Kris Zane Employment Development Department CalVET/Veteran Programs Operation California Welcome Home 1325 Spruce Street Riverside, CA 92507 Cell: 951-972-2141 http://www.veterans.ca.gov/ 43 SECTION 9 INFORMED THAT I WAS BEING LAID OF BECAUSE OF BUDGET CUTS December 13, 2010 I was informed on 12/13/2010 by Judy Jones that Thomas Flournoy wanted to see me. I entered Mr. Flournoys office with Judy Jones, sat down, and Mr. Flournoy began to "remind" me that the COWH program was only provisionally funded until December 31, 2010; and, because of budgetary cutbacks, I was being laid off. He indicated to me, in this strangely gracious manner that I would be eligible for Unemployment and could use the Riverside office for any EDD services. The moment was almost surreal, as Mr. Flournoy's voice was wavering, nervous, as if this was something that he really did not want to do, and he felt ashamed to do it. Flabbergasted, I stated that we had been told for several months that the COWH program had been extended to June of 2011, without anything said to the contrary. I don't recall what he said in response to this, being almost in shock. He then slid a letter towards me, signed by someone high up within EDD (I did not look at the name), thanking me for my service. Glancing at it, I noticed it was addressed to Ms. Zane (I suppose assuming that the name "Kris" indicated a female), to which, I, being irritated at this, informed Mr. Flournoy of this blatant error, in which he became very apologetic and disconcerted, and asked me if I wanted him to fix it. I stated I didnt care, being almost in tears at the shock of being told I was being laid off two weeks before Christmas without any warning. I then asked if I was the only one being laid off, to which he informed me that one other person was being laid off. (Later I questioned all my coworkers and found this to either be a lie, or perhaps he was referring to someone from 44 another office, as neither my three coworkers at the Riverside Office nor the one coworker outstationed at the Moreno Valley Employment Center were laid off). I asked as to why the other COWH employees were not being laid off, to which he responded that according to my evaluation matrix, I fell out of the satisfactory category. He would not and did not elaborate as to specifically why I, versus the other employees, was being laid off. I then asked if this lay off was rather due to the various complaints and waves I had made, specifically: 1. Regarding COWH being assigned County of Riverside receptionist duties (see Section 5). 2. The debacle of me going to the U.S.VETS Homeless shelter on my own time to present the COWH services (see Section 6). 3. Of being told for several months that I was to be assigned the Moreno Valley office, and then silence in the matter. 4. The cubicle punishment (I will elaborate on this below). 5. The lack of following the COWH Position Statement (see Exhibit 6) Mr. Flournoy indicated that my past complaints had nothing to do with my being laid off. I contended that my being laid off because I was not found to be satisfactory in regard to the evaluation matrix was not reasonable, given the fact that, as an example, I had recently spent several days creating a PowerPoint presentation on how to apply for a federal job through 45 USAJOBS.gov; that I and one of my coworkers, Charles Smith, had conducted this presentation at a VET-NET meeting on 12/1/2010, a veterans networking group administered by Workforce Development, meeting on a weekly basis. That the administrator of this program, Mark Rosales, the day after we had given the presentation, informed me that many of the veterans who attended had called the next day, stating how impressed they were with the presentation, and couldnt praise it enough. Mr. Rosales had asked for a copy of the presentation, stating that he thought the presentation could be used in other contexts (i.e., to non-veteran customers), and at other locations. He also stated that he was going to inform his superior of the success of the presentation, and present his ideas of reusing the presentation again in other contexts. I also informed Mr. Rosales that I had in mind a follow-up to the presentation, concentrating on creating a resume on USAJOBS; to which he stated that, by all means, to work on it, and to conduct a follow-up presentation. In fact, as I was called by Judy Jones on 12/13/2010 to be laid off by Mr. Flournoy, I was putting the finishing touches on this follow-up presentation. I indicated to Mr. Flournoy that my widespread success in this PowerPoint presentation, praise by both veterans and staff, along with the my well-known work ethic, did not seem reasonable in regard to this "evaluation matrix" he kept referring to. He did not respond to this. I noted to myself, but did not indicate, additionally, in relation to this evaluation matrix, that it did not make sense, as I had recently submitted a very remarkable success story, in regard to meeting with a veteran who had been a walk-in customer; that I had been called to meet with him; had signed him up with the COWH program; interviewed him; and, being informed that he 46 was out of work and had some personal trainer experience, informed him that the gym I was a member of was looking for a personal trainer. I was actually one of the few people cognizant of this, as the husband and wife team that ran this gym, the husband being my personal trainer, informed me that he and his wife were moving back East; that he would find someone else to be my trainer. After I told the veteran of the gym's possible need for a personal trainer, the veteran went directly from the Workforce Development office to this gym, and not only procured a position as a personal trainer, but was given a position managing the two gym locations. This I documented in a lively manner in a narrative success story, sending it to Judy Jones, never hearing of it again. Further, I informed Mr. Flournoy that the individual who had been given the position at the Moreno Valley office (the position that I was promised for several months), had, as I sat next to him for several months (before he was transferred), done little if any work, playing on the internet, making endless personal phone calls, etc. I further informed him that 90% of the employees that quit (we began with (I believe) 21 COWH employees at the Riverside office, and now have 4), did the same; and, in fact, one particular employee, the most recently to leave, of which I wont mention his name, I, after observing him since 04/2010, had never seen him do any work. Mr. Flournoy informed me that this was impossible because he had good numbers (i.e., showing that he had completed many interviews and follow-up interviews with the CDVA CVCS system. I suggested that he look in the comments section of the CVCS COWH interview screen for the veterans that he had worked with, for after working with a veteran for several months, he had perhaps six words describing his case notes on a particular veteran. Judy Jones chimed in that some people are more 47 wordy than others. My knowledge of this particular COWH employees case notes comes from the fact that I and other Riverside COWH employees were reassigned the veterans that he had been helping and could look at his scant amount of case notes. I suggested to Mr. Flournoy that he contact the veterans that this particular COWH employee was supposedly helping to ascertain whether he had actually provided them with any services. Both Judy Jones and Thomas Flournoy asked me why I didn't say anything about this particular COWH staff member or other staff members. I responded that it was not my job or place to note such things. Regarding the cubicle matter, I brought up the fact that, after complaining about receptionist duties on the fourth floor, the day after being brought into Mr. Flournoys office (see Section 7) , Judy Jones emailed the COWH Riverside staff a cubicle schedule (see Exhibit 7), informing us that we would be sitting in a two particular cubicles, which were opposite to Judy Jones' cubicle. I happened to be the first person on the schedule, along with the above-mentioned employee, indicating that I and this other employee would be sitting there for a month. These particular cubicles at the time were called by COWH staff members, jokingly, the cave, because it was on part of the fifth floor where about a month earlier, all staff (from the County of Riverside) had been vacated for some unknown reason (they are back now); so that, as I sat there, it would not be uncommon for me to not have any human contact or hear any human voices for literally several hours at a time. This was an issue because COWH staff members would often "pump" each other for information that they did not know, for instance I was always asked information about homeless veteran services, and I often asked other staff members for information, not to 48 mention the pleasantness of human contact and camaraderie. The other employee on the "cubicle schedule" never had to follow the schedule, along with other preferential treatment he received, including often taking time off, coming in late, and, amazingly (I believe) receiving a letter of recommendation from Judy Jones prior to his quitting his position. Regarding Judy Jones' adjacent cubicle, because she came in perhaps half of the time, and did little in the way any management duties aside from compiling time sheets, this added to this "cave" aspect of the cubicle area. When not at the Riverside office, she was, supposedly, at the Southwest (Murrieta) EDD location, although this was theory on COWH Riverside employees part, as she rarely informed us where she was when not at the Riverside office. When she did come in, as I sat in the adjacent cubicle, I would hear an endless array of personal phone calls and personal conversations. Further, the cubicle schedule, after I completed my one month period, was never followed by any other employees, save sitting there occasionally a few minutes at a time. I further brought up that the timing of my lay off was strange, as I had been asked on 12/9/2010 by Ronni Beauregard, a COWH employee at the Murrieta EDD office, whether I wanted to begin going to the U.S.VETS Homeless Facility once a week to assist the veterans. I had informed Ms. Beauregard that I was excoriated for doing this previously, called in Mr. Flournoys office, etc. (see section 7). Ms. Beauregard informed me that that was because another COWH employee had been in charge of visits to the facility, not wanting to share the wealth so to speak. But now that she was in charge, she would inform Judy Jones about it and make it happen. I stated that if I "wasn't called out on the carpet" again, I would be happy to resume helping the homeless veterans, 49 because it was something I very much enjoyed. My reference to this Ronni Beauregard statement regarding my again going to the U.S. VETS facility to Mr. Flournoy was not responded to. The following day, 12/14/2010, having kept detailed notes and making copies of various items since beginning my tenure at the Riverside EDD/WD office, I decided to begin compiling an analysis of the various problems and irregularities I witnessed, and this text is the result thereof. It was emailed to the following individuals on 12/20/2010: David Knudsen (David.Knudsen@gov.ca.gov) Ted Puntillo (Ted.puntillo@cdva.ca.gov) Michael Bunch (Michael.Bunch@cdva.ca.gov) Dianne Hughes (Dianne.Hughes@EDD.ca.gov) 50 SECTION 10 MISCELLANEOUS PROBLEMS AND MISMANAGEMENT 1. Judy Jones knows little if anything about veterans' issues. For example, during the June 1-3, 2010 "Connecting the Pieces" conference, Dianne Hughes was asking the COWH staff members if we had any veterans assigned to us that were suffering from PTSD. Judy Jones, hearing this, asked what PTSD was. Additionally, after I had been in the Riverside office for approximately a month, during which several new COWH staff members were just arriving after the Oceanside training, carrying copies of of the 2010 California Veteran's Resource Book--this is the "Bible" of Veteran's Benefits, and is the blueprint upon which the CVCS interview format is based, being above 200 pages--Judy Jones asked what it (the Resource Book) was, never seeing it before, and requested a copy be given her. 2. After my and other COWH coworkers' health, dental, and vision insurance had not begun at the stated time, and after several COWH employees (including myself) had contacted the benefits official (Becky Moreno) to find out what the problem was, we were reprimanded for this by Judy Jones, and told to simply wait until the insurance kicked in. Additionally we were given no help or information on what insurance plans were best for us, as there were several to choose from. All I had at my disposal in choosing a dental/vision/health insurance plan was a three-hundred page PDF file that a coworker had found on SharePoint, which was basically too cumbersome to be of any use. Additionally, it was never clear how much the insurance was going to cost, who the providers were, etc. I subsequently found out that my regular dentist was not covered 51 under the dental plan I chose, and, subsequently because of problems that occurred because of the two initial dentists I chose under the plan, have yet to receive needed dental work. Further, I received my benefits approximately one month after I was supposed to receive them, and at least one other COWH staff member waited several months after the stated time to receive his benefits. 3. The pay of $16.00 per hour was misrepresented to myself and several other COWH employees by various COWH managers/interviewers. I found out three days into beginning the position that because of the furlough program, I would be making $14.00 per hour instead of the stated $16.00 per hour. (This was later made even lower by a "union deal," which, incidentally I am not a part of the union, yet pay dues to them). 4. One state car was available for the entire Riverside EDD office, so that when we had to go to remote locations for meetings, we had to use our own vehicles and gas, never being reimbursed. 5. A former Riverside Workforce Development employee, Jessie Willette, who ironically became one of my CVCS veterans, stated to me that he was unjustly fired from Workforce Development--Cheri Hales, among others, per Mr. Willette, being among those who conspired to get rid of him. Mr. Willette indicated to me that he was in the process of filing a complaint through the Department of Justice. I did not question Mr. Willette's allegation, nor did I pursue it, but deemed it appropriate to include given Cheri Hales' relation in regard to points addressed in this Analysis. END OF ANALYSIS 52