Amador County Grand Jury
2001-2002
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Additional Recommendations
19
Not linked to specific findings.
R1:
Make purchases and improvements in a timely manner once the decision has been made to purchase and implement technology improvements. Response by Department Head: The Clerk-Recorder, while consulting with Data- Communications, will coordinate hardware and software purchases in the future so that delivery, installation and implementation will occur in a matter of days. Response by Board of Supervisors: The Board has directed the CAO to assist in facilitating project execution to ensure that this recommendation is implemented.
R2:
Review and modify job descriptions to more accurately reflect the duties of personnel within this Department. Response by Department Head: The Surveyor and Deputy Clerk/Recorder job descriptions are currently separate and need to be combined into one. The Clerk/Recorder and Deputy Clerk/Recorder will consult with Personnel and the County Administrative Officer (CAO) to develop job descriptions that more accurately describe the positions and have those ready for review by September 15, 2001. June 25, 2002 2001-2002 Final Report 75 Response by Board of Supervisors: The Board has directed Administrative and Personnel staff to assist in reviewing any modified job descriptions to ensure duties are accurately described to contribute in implementing this recommendation. The Chief Deputy-Clerk-Recorder-Surveyor job description has been written and approved by the Amador County Board of Supervisors. 76 2001-2002 Final Report June 25, 2002 Mental Health Amador County Mental Health is a part of the County Health and Human Services Agency. Services provided by Mental Health include: • Outpatient psychotherapy at the clinic and at schools • Medication evaluations and monitoring • Support groups • Crisis evaluations for involuntary hospitalization • Inpatient hospitalization at five contracted hospitals (None located in Amador County) • Children's System of Care Services • Adult Day Rehabilitation for severely mentally ill
R3:
Be sure a Mental Health worker follows the Call Out Routine when a law enforcement officer takes a person believed to be mentally ill into custody or to the emergency room. Response by Department Head: During its monthly meetings, the On-Call Team will discuss all cases shared with law enforcement and will address issues of timeliness and adequacy of response. Both the Team leader and the Mental Health Director will continue to instruct team members on appropriate call-out response. Response by Board of Supervisors: The Board agrees with the above response and supports efforts to increase communication. County Counsel completed training on October 25, 2001, for the Mental Health staff.
R4:
Evaluate the need for a detoxification facility within Amador County but outside of the jail. Response by Department Head: The Mental Health Quality Assurance Committee that is composed of Mental Health workers, public members, law enforcement and hospital personnel have already begun the discussion of the need for a detoxification bed in the county. The public member of this committee has met with the Sutter Amador Hospital Administrator to further explore this need. This will be an ongoing discussion until its resolution. Response by Board of Supervisors: While the Board agrees with the above response, it is important to note that fiscal constraints may limit the ability to obtain such a facility.
R5:
Identify a lead position with less direct public contact to accomplish the advanced research and archival needs of the office. Response by Department Head: Agree. The lead position is shown on the new organizational chart and awaiting final approval of the 2001-2002 budget by the Board. But until space needs are met there is no available space for another position. With the addition of another position it will free up the lead position to accomplish the advanced research and archival needs of the office. Response by Board of Supervisors: This recommendation has been implemented. The Board agrees with the above response and has authorized this position in the 2001-2002 FY Final Budget.
R6:
Coordinate with Courts and Data Communications to address the volume of misdirected telephone calls or establish a clerical position in the Clerk-Recorder's office to direct phone calls and attend to other support functions. Response by Department Head: Data Communications and the Court Administrator have been consulted in this matter. The phone book listings will be changed as follows: FROM TO Clerk/Recorder Recorder/Clerk Courts Court - Clerk of Recorder To be eliminated Once changes have been submitted by Data Communications to the phone companies the operators will be notified and correct information will be given to the public. The changes will appear in the May 2002 directories. This in conjunction with hiring of a clerical person should alleviate the problem. The hiring of a clerical person is subject to available space and Board approval. Response by Board of Supervisors: The Board agrees with the above response. Staff has initiated the appropriate changes to minimize confusion and implement the recommendation.
R7:
Review the existing organizational structure and adjust the organizational chart to more accurately reflect present conditions. Response by Department Head: The organizational chart has been adjusted to more accurately reflect present office structure. (See attached chart) Priorities must be set to alleviate space constraints prior to the addition of a clerical position. The organizational chart has been adjusted to reflect a clerical position but we are currently awaiting conclusion of the space needs situation and approval of the Board. 74 2001-2002 Final Report June 25, 2002 Response by Board of Supervisors: The Board has directed Administrative and Personnel staff to assist in implementation of this recommendation. The timeline for completion, however, is within the purview of the elected agency director. Elections Office The Elections Department is responsible for all election-related functions including voter registration, scheduling the training of precinct workers, maintenance of computerized records and administration of elections. Voting is done via an optical scan system, which has proven easy to use and has few problems. Procedures have become well documented and well practiced. The Amador County General Election of 2000 went smoothly and the management and staff of Elections is commended for developing and operating the current system. No response required. Surveying and Engineering Office Surveying and Engineering checks and reviews Records of Surveys, Parcel Maps, and Subdivision Maps for compliance with applicable laws, ordinances and established survey practices. The office also prepares and maintains master files of drawings, maps and specifications; does field and office work related to property and right-of-way boundaries; and provides assistance to the public, contractors, engineers, developers and various governmental representatives. The Deputy Clerk-Recorder functions as the County Surveyor.
R8:
Obtain laptop computers for use by field-going workers. Response by Department Head: Budget constraints have not permitted the Mental Health Department to buy the needed computers at this time. Currently, one off-site worker uses a laptop to collect information, which is then downloaded into the clinic computer. It would be a boon to the off-site workers' efficiency for additional laptops to be purchased, and a request will be made for their purchase during the fiscal year 2002/03 if the budget allows. Response by Board of Supervisors: This recommendation will not be implemented. This option is not cost effective due to the current costs of laptop computers. The Board will, however, reevaluate this program in future budget cycles. June 25, 2002 2001-2002 Final Report 79 Amador County Jail/Sheriffs Department The 2000-2001 Grand Jury reviewed the Amador County Jail/Sheriff-Coroner as required by law pursuant to penal code section 919(b), and 921, and 925. The Amador County Office of the Sheriff-Coroner is responsible for the general law enforcement, crime prevention and suppression in the unincorporated areas of the county. Operation of the County's detention facility, jail, and the 911 Dispatch center are also included in the Sheriff's Office area of responsibility.
R9:
Review current Business Office operating procedures to determine if they are consistent with the current Procedures Manual. Adopt appropriate changes and follow all procedures. Response by ACUSD: We are currently reviewing and revising business office procedures. The updating of our procedures is part of the agreement between the State and the district. The Director of Fiscal Services and the State's Fiscal Expert will be updating all business office procedures. We expect this to be complete by December 1, 2001.
R10:
Do not circumvent open purchase orders and strictly limit them monetarily. Response by ACUSD: See Recommendation #3
R11:
Create an emergency purchase order process to reduce the necessity of reimbursements for credit card or cash purchases by staff members. Uniformly train business office, maintenance, transportation, and site staff in proper procedures for obtaining all types of purchase orders. Response by ACUSD: The Director of Fiscal Services and the Director of maintenance & Operations are working on streamlining emergency purchase order procedures. The business office and district staff will be trained on the procedure. We expect this to be complete by March 1, 2001.
R12:
Evaluate current mileage reimbursement costs. Consider the cost effectiveness of providing vehicles to personnel receiving regular reimbursements. 84 2001-2002 Final Report June 25, 2002 Response by ACUSD: The district will evaluate mileage reimbursement costs. The district has budgeted for all known mileage and will review mileage claims on an individual basis.
R13:
Implement a fixed-asset tracking system to insure accountability for all equipment. A centralized receiving area should be responsible for maintaining the tracking system. Response by ACUSD: The district updated its fixed asset listing a few years ago, but has not kept it current. New legislation will compel the district to update its fixed asset list and to keep it current. This will be mandatory for districts our size in 2002- 03 school year.
R14:
Do not use one-time monies to incur continuing expenses. Response by ACUSD: The district did not do this in 2000-01 and continues to have the philosophy of no on-going expenditures with one-time monies.
R15:
Be sure managers and site administrators know how much money is in their respective budgets at the beginning of the fiscal year and that they receive monthly updates. Response by ACUSD: The business office will be sending sites their budgets on a monthly basis. Site administrators and program managers may request a budget at any time and the budget will be sent.
R16:
Develop a more efficient method of assigning maintenance work tasks. This might include calling staff with work assignments for the next workday. Response by ACUSD: This recommendation has already been implemented. In a recent reorganization the School Board voted to create a Maintenance IV position. This person was promoted from a maintenance III position. One of his responsibilities is to assign work orders to the maintenance staff and help prioritize them.
R17:
Expand the school day at the County Community School to six hours. Response by ACUSD: This recommendation has been discussed with Mick Founts, Assistant Superintendent, Alternative Programs/Court and Community School, San Joaquin County Office of Education. At this time, it is not his recommendation to increase the amount of time that students attend school in the County Community School program. His experience has been that students who have not been successful in the comprehensive school setting need a different program. Students in the Community School program are generally more successful on a shorter day, with short, concentrated classroom time. This question may be reviewed in the future should the Community School wish to expand offerings. June 25, 2002 2001-2002 Final Report 85
R18:
Address the long-term substitute and other staff issues affecting County Community School staff stability. Consider using a teaching principal and a full-time teacher to adequately staff the facility without incurring significant additional expense. Response by ACUSD: A teacher with community school experience has been hired. The Superintendent has appointed a retired administrator to provide administrative oversight of the County Community School.
R19:
Evaluate having one high school with two campuses to provide maximum academic and vocational opportunities for County students with less redundancy of programs, therefore less cost. Response by ACUSD: The issue of converting to one versus two high schools in Amador County is not something which should be decided based solely on this
Findings & Recommendations
6 findings
F1:
Facts: • A Joint Powers Agreement (JPA) with four other counties, San Joaquin, Stanislaus, Calaveras and Mariposa, contracts with Mountain-Valley Emergency Medical Services to provide service. June 25, 2002 2001-2002 Final Report 3 Findings: • The JPA allows more access to individuals who are expert in different areas of emergency medical care than a single county could afford. • In case of a major disaster, greater back-up resources are readily available.
F2:
Facts: • Training is provided to emergency medical personnel for Emergency Medical Technician (EMT) certification. • Mountain-Valley Emergency Medical Services Agency holds simulated disaster training for EMS responders and all other emergency response providers. • First aid and CPR training are available to the public. Findings: • Emergency Medical Technicians are up to date in their training. • Coordination between responding agencies is accomplished by on-going training.
F3:
Facts: • Reducing the response time to remote areas of our County is an on-going priority. • Many rural roads in Amador County are remote and difficult to locate and access, especially during inclement weather. • Air ambulance service is available if needed. Findings: • None
F4:
Facts: • Placement of children in foster homes is determined by availability and suitability of the facility for the child or children. • Every effort is made to place children with willing and able relatives and to keep siblings together. • Foster Family Agency homes charge Amador County a substantially higher rate per child than Foster Family homes, but provide many additional benefits to both foster parents and foster children. • County social workers visit children in foster care on a monthly basis. • Group homes provide the highest level of structure for a child, however, it costs Amador County substantially more per child. Group homes are used only after efforts to place in foster homes have failed. • Due to a lack of local Foster Care homes, parents and social workers in Amador County must travel substantial distances to visit children in foster care. • Many children in foster care are from financially disadvantaged families. • Pleas for additional Foster Families made through Churches and other organizations in Amador County have gone unanswered. • Information on licensing for foster care and foster care information classes may be obtained by calling (209) 223-6550. Findings: • Family visitation is financially difficult for some parents whose child/children are living in foster care. • More licensed Foster Family homes in Amador County would be advantageous to children in foster care and their families, and would be less costly for the County. 10 2001-2002 Final Report June 25, 2002 • Foster parents certified through Foster Family Agency homes prefer to be certified through an agency rather than to be licensed through the state. They feel protected by their agency in liability matters and appreciate additional support given by agency • social workers who are available for weekly home visits as opposed to monthly visitations provided by the county social workers.
F5:
Facts: • Courts commonly order a parent or guardian to attend mandatory classes in parenting or substance abuse programs as part of the reunification process. • Many children and parents of children in foster care rely on county-provided resources for counseling, parenting classes and substance abuse recovery programs. • When counseling services are not available through the county due to financial restrictions, CPS will pay for the services through its budget. Findings: • CPS makes every effort to provide the services necessary for the reunification of families whenever possible.
F6:
Facts: • There were three citizen complaints concerning inmate medical services at the jail. Refer to Citizen Complaint's section. • Only one of the three inmates who filed complaints agreed to have his records released to the Grand Jury. • The County of Amador contracts with the California Forensic Medical Group, Inc. (CFMG) for medical services for inmates. • The contracted detention physician is required to be on-site one day per week, and in addition make house calls upon request. Per the contract of June 1, 1999, the county agreed to pay the sum of $171,708.55 annually. • The contracted physician provides a registered nurse who is on-site at the facility Monday through Friday from 7:00 a.m. to 11:00 a.m. • The CMFG staffing plan is based on an average population of 50 adults. • Amador County Detention Facility has policy and procedures for Non-Medical Sick Call, Emergency Medical and Medication Management located in the Jail Manual. • Inmates that are detained for more than two days are required to have a physical by the medical staff consisting of a Health Inventory, Communicable Disease Screening and TB Assessment. June 25, 2002 2001-2002 Final Report 27 Findings: • The registered nurse saw inmates who requested sick call in a timely manner. • Medical records including Doctors Orders, Problem List, Progress Notes and photographs were found to be legible and in order. • Inmates were advised as to their assessment plans and follow up care. Inmate patient contacts by the registered nurse are reviewed by the detention physician.
Additional Recommendations
13
Not linked to specific findings.
R1:
Proceed immediately with plans to construct a 7,500-8,000 square foot facility to accommodate present needs as well as anticipate future growth. Response by Department Head: I agree and plans are underway. Response by Board of Supervisors: Funding for this project is included in the 2001- 2002 final budget. Currently, required infrastructure improvements are being constructed for the new shelter, however, most of that is off site and not noticeable to the general public. The first phase of on-site construction is the demolition of the Agriculture buildings, which is anticipated to begin in March 2002 pending California Environmental Quality Act (CEQA), weather, and Federal Aviation Administration (FAA) approval. Actual construction of the new shelter will begin hopefully by May of 2002 and take 18 to 24 months to complete.
R2:
Support collaborative efforts between private groups and County entities. Response by Department Head: I agree and we have had several meetings with private groups to recruit volunteers, plan fund raising events, gather input regarding 62 2001-2002 Final Report June 25, 2002 the proposed new animal shelter, and to gather information and suggestions that will assist the County in improving the services provided by the department. Response by Board of Supervisors: The Board of Supervisors supports the efforts taken by the Department Head and encourages collaboration through the Animal Advisory Committee.
R3:
Separate office-management duties from kennel-management duties, because each requires the attention of one full-time staff person. Should this require additional staff, the revenue generated from the increased license fees should be turned to this use. Response by Department Head: We have already hired one full-time clerical employee to handle the office related duties and the existing position of Animal Control Office Coordinator will focus on performing the "kennel-management" duties. Response by Board of Supervisors: This recommendation will be implemented by November 30, 2001. The Board of Supervisors supported the Department Head's response through approval of a reorganization plan for the Animal Control Department.
R4:
Make available the trailer that formerly housed the Master Gardener's program to the Animal Shelter as soon as possible for reasons of both staff safety and efficiency. If this facility is unavailable, then alternate accommodations should be provided until the office space in the new Shelter is available. Response by Department Head: The subject trailer belongs to the Public Works Agency and is needed by that department for future bridge projects. There will not be adequate room when construction begins to place the subject trailer on site. The existing office has been renovated to make it user-friendlier and gives staff a little more room. The new GSA/Ag building is available when staff needs quiet space for preparing reports. Also a large portion of the paperwork has been transferred to GSA staff, thereby, reducing the need for the proposed trailer. Response by Board of Supervisors: Unfortunately, as mentioned above, the trailer suggested in recommendation #4 is unavailable, thus this recommendation will not be implemented. Interim improvements have been implemented, however, as outlined in the above response. The Board of Supervisors is working with the Department Head to ensure existing facilities provide adequate space, as mentioned above, and is proceeding with plans to construct a new facility per the aforementioned timelines.
R5:
Install additional phone lines in the Shelter office. The public number must be accessible to the office coordinator and the kennel master. Response by Department Head: Additional phone lines are not available for the existing office, however, voice mail has been added to allow callers to leave messages June 25, 2002 2001-2002 Final Report 63 24 hours per day. The voice mail also gives callers information regarding hours at the animal shelter and emergency numbers to call. Callers no longer get a constant busy signal. Additional phone lines will be provided when the new animal shelter is constructed. Response by Board of Supervisors: The Board agrees with the above response. While this recommendation will not be implemented within the next six months, interim measures are being taken to address the problem. Unfortunately, while more phone lines are available, they are not in close proximity to the animal shelter. County staff is in contact with Pacific Bell to work out the details to provide more lines to the shelter and airport. This is going to require extensive trenching and conduit by the County thus incurring significant expenses. County staff is currently obtaining estimates for this work.
R6:
Continue to seek solutions to radio communication problems, beginning with staff training in effective radio use and etiquette. Response by Department Head: I have provided some informal training to the remaining Animal Control Staff and discussed the problems with the Public Works Agency and asked them to provide their staff with similar training. I am currently researching the feasibility of purchasing new radio equipment and a new radio frequency for use solely by Animal Control. I am also researching the feasibility of relocating the radio repeaters for both Animal Control and Public Works Agency to give both departments better radio coverage within the County. Response by Board of Supervisors: This recommendation will be implemented. The Board of Supervisors approved, as part of the 2001-2002 Final Budget, funding for radio upgrades for Animal Control to address both coverage and communication with the Sheriff's dispatch center. In addition, the recent Animal Control personnel reorganization directs the soon to be appointed Deputy Director of Animal Control to develop policies and procedures which will include radio communication. The Board will direct the Deputy Director to immediately implement these recommendations upon appointment, which is anticipated to occur by November 30, 2001.
R7:
Put barriers in place to prevent public access to bite-holds until adequate isolation facilities can be built. Response by Department Head: I have requested GSA staff to design and install barriers for this purpose. Response by Board of Supervisors: The Board agrees with the above response and will request that GSA staff complete the barriers by December 30, 2001.
R8:
Incorporate a more sanitary means of drainage into the design of the new facilities. 64 2001-2002 Final Report June 25, 2002 Response by Department Head: Our main goal is to provide the best means of drainage available for the new facility. Response by Board of Supervisors: The Board agrees with the above response and will direct County staff to implement the above recommendation when finalizing plans for the new facility.
R9:
Install adequate exterior lighting immediately to illuminate areas where animals may be handled. Response by Department Head: Exterior lighting must be hooded to eliminate any confusion for pilots attempting to land aircraft at the airport. I am researching portable lighting to serve this purpose. Response by Board of Supervisors: This recommendation cannot be immediately implemented. While the Board appreciates the need for additional lighting; concerns regarding the airport make this a difficult issue. Even hooded lights can create a dangerous situation for planes attempting to land in foggy conditions. The Board is aware of the need for adequate lighting, however, and supports the Department Head's efforts to identify viable lighting.
R10:
Update the procedures manual to include specific requirements for cleaning the premises. Specify a separate set of duties that must be performed during times of reduced staff, such as holidays and weekends. Response by Department Head: I am gathering information from other counties and humane societies for this purpose. Response by Board of Supervisors: As mentioned, the recently approved Animal Control personnel reorganization stipulates that a policies and procedures manual be developed upon appointment of the Deputy Director of Animal Control. Efforts to develop a new procedures manual will be implemented by December 31, 2001.
R11:
Post a short excerpt from the updated procedure manual in a conspicuous place in the Shelter to guide community workers and volunteers in their tasks. Response by Department Head: I agree, this will be part of the new policy for the department. Response by Board of Supervisors: The Board agrees with the above response and will direct that efforts to develop a new procedures manual be implemented by December 31, 2001. June 25, 2002 2001-2002 Final Report 65
R12:
Post a sign at the turnoff from Highway 49 indicating the location of the Shelter. Response by Department Head: This will require a Cal Trans permit because the sign will need to be located on their right-of-way. It may take Cal Trans 6 months to one year or more to approve the permit, however, I will begin the process to acquire said permit. Response by Board of Supervisors: The Board agrees with the above response. Once Cal Trans approval is obtained, this recommendation will be implemented. Unfortunately the timeline for implementation is completely dependent upon Cal Trans approval process.
R13:
Raise the salary of the Animal Control Director using the increased revenue from license fees. Response by Department Head: The County is in the process of reorganizing the Animal Control Department and is currently advertising for a new position of Deputy Animal Control Director. This position will report directly to the Director of General Services Administration and replaces the position of Animal Control Director. The salary for the new position was derived from a salary survey of other counties making it comparable to similar positions in that survey. The proposed reorganization offers more flexibility and improved management of the department. Response by Board of Supervisors: The recommendation will not be implemented. In conjunction with the recently approved Animal Control personnel reorganization the Board reviewed the salary for the Deputy Director of Animal Control. The current salary is based on a survey, which included the corresponding officials from nine other counties. The average from this survey was used to establish the salary. An interview was conducted as a follow up to the 2000-2001 Grand Jury Report. The grounds appeared orderly and the cages well kept. There was no offensive odor from the pens. Two volunteers were on site, cleaning the pens and walking the dogs on leashes. The Office Assistant, who takes care of all of the paperwork and office duties, was hired on a full- time basis in August, 2001. A full-time Kennel Assistant was hired in December, 2001. The new voice mail system, together with the change in office personnel, has cut down on callers receiving a busy signal. The front office has been changed to give it a more open appearance and make it easier to access the back office. New barriers have been completed to surround "bite holds" that must be placed in outside pens when there is a shortage of space in the isolated building area. These are moveable barriers constructed from PVC pipe and an orange netting material. Exterior lighting continues to be a problem. Portable lights have proven to be ineffective. This problem will be addressed with construction of the new building. 66 2001-2002 Final Report June 25, 2002 The Director of General Services Administration will continue to oversee the operation of the Animal Shelter. The new Deputy Director of Animal Control began work on January 14, 2002. The new Deputy Director will make it a priority to update the Policy and Procedure manuals and supply the Grand Jury with a copy of the changes. Once the changes are made, the recommendation to post kennel-cleaning procedures recommended by the Grand Jury will be implemented. Removing the carcasses of dead wild animals from roadways continues to be a challenge for the Animal Control Department. The Animal Control has only two officers to remove the dead bodies. They go out singly, using a truck equipped with a lift. It is a difficult, time- consuming task, which delays the officers in rescuing pets and aiding citizens when animal bites occur. While many of the items have not been completed, it is apparent that the Animal Control Department has attempted to follow every recommendation the Grand Jury presented. June 25, 2002 2001-2002 Final Report 67 Land Use Agency The Land Use Agency consists of a Building Department, Code Enforcement, Environmental Health Department, Planning Department, Local Agency Formation Commission (LAFCO), and Airport Land Use Commission. This agency operates under the direction of the Land Use Agency Director, The Board Committee, and the full Board of Amador County. Land Use Agency