Gran Jurado del Condado de Amador
2010-2011
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
8 hallazgos
F1:
Full Service Partnerships (FSP) and independent agencies are essential for the operation of both the Health and the Social Service Departments. Both close cooperation and communication between Health, Social Services, FSP, and independent agencies are necessary for maximizing the monies available. These services provide continuity and an extension of care to clients and their families. Some examples of FSP and independent agencies include: Amador Tuolumne Community Action Agency (ATCAA) The Resource Connection The Wellness Center Sierra Wind Support Center Operation Care Interfaith Food Bank (Fact #19)
F2:
With the decrease in MHSA funding, it is not the intention of Health Services to reduce core services. Staff responsibility would be shifted and combined, resulting in a reduction of administrative costs. (Fact #12)
F3:
Some job descriptions in Health Services have been blended to include a variety of duties. For example, a receptionist may now also assist with billing duties. (Facts #11, #13)
F4:
Both Departments pursue every source that is appropriate and utilize every allocation possible "to the last penny.‖ (Facts #8, #9, #10 & #11)‖.
F5:
Food Stamp money spent in Amador County enhances the local economy. (Facts #14 & #15)
F6:
Due to the uncertainty of the Federal and State budgets, it is difficult for the Health and Social Service Departments to plan for future needs. (Facts #8, #10, #12, #17 & #18)
F7:
Due to Amador County's "minimal allocation" status (based on population), the decrease of MHSA funding monies is less significant than for more populated counties. For example, a 10% decrease on an allocation of $10,000 would reflect a $1,000 loss versus a 10% decrease on an allocation of $1,000,000 would reflect a $100,000 loss. (Fact #10, #12)
F8:
The homeless persons survey had not been released at the time this report was finalized. However, it is anticipated that the report will show that the number of homeless persons has significantly increased. The ramifications of needs for County services are unknown at this time. (Fact #20)
Hallazgos & Recomendaciones
12 hallazgos
F1:
Audit reports for 2006, 2007, 2008 and 2009 report significant financial shortcomings. (See Auditors report at http://www.ione-ca.com/home/ione/financials.htm) (Facts #1, 6)
F2:
Required Bank reconciliations have not been made in the last two years. (See Auditors report at http://www.ione-ca.com/home/ione/financials.htm) (Facts 2 b., 6 and 12)
F3:
Cash transfers between accounts are not properly documented as required. (Facts 2 c., 6 and 12)
F4:
Monthly Treasurer Reports have not been prepared since 2003. (Fact 4 b., 6 and 12)
F5:
The City Treasurer, who is under the direction of the City Council, has failed to prepare monthly bank reconciliations as required by Ordinance. (Fact 3 b, 6 and 12)
F6:
The fact monthly treasurer reports are not currently being prepared means the City Council does not have sufficient information in order to make intelligent financial decisions.( Fact 6)
F7:
The City of Ione's General Plan is being used to justify expenditures at a growth rate that has not been realized. (Fact 6, 11)
F8:
The General Plans annual status report has not been reported. (Fact 12)
F9:
The City is outspending its current income and has been heavily dipping into the LAIF account. (Fact 2, 6)
F10:
At the current rate of depletion the LAIF account will be fully depleted in the next year or two. ( Fact 2, 6)
F11:
When the LAIF account is fully depleted the City will be unable to meet current obligations from current revenue. (Fact 2, 6)
F12:
The failure to reconcile bank statements promptly enhances the possibility that embezzlement would go undetected.
Hallazgos & Recomendaciones
6 hallazgos
F1:
At PGYCC, members of the various gangs are required to live and work together. No gang activity is tolerated. A youth will be immediately transferred to another institution if this policy is violated. (Fact #7.)
F2:
Both the CDCR-DJJ and CALFIRE staff work to build a good relationship with each youth, using professional courtesy when addressing them. As a result, PGYCC has evolved from a strict military atmosphere to a more interactive one. (Facts #9 & 10)
F3:
The youths placed at PGYCC are considered the "cream of the crop." The staff feels responsible for making each one succeed in the program. A low rate of recidivism at PGYCC (28%) compares favorably to national figures (60%-70). (Facts # 2, 3 & 5)
F4:
Youths learn a strong work ethic. Many of them have grown up on the streets without an opportunity to acquire social and work-related skills. PGYCC focuses on steering them toward becoming productive members of society. (Facts # 9, 10, 12, 13, 14 & 16)
F5:
A concerted effort is made to find job opportunities for each young man. Case Managers keep in touch with them through phone follow-ups. (Fact #12)
F6:
The State of California benefits significantly from PGYCCs low cost, high quality firefighting resources. (Facts # 16 & 18)
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Hallazgos & Recomendaciones
24 hallazgos
F1:
If the facility is to remain open major repairs need to be done from the administration office to cells and property. (Fact #1)
F2:
Many single grade classes have increased in the number of students. However, class size remains in compliance with California criteria.
F3:
There are unused classrooms on most campuses.
F4:
There are two school nurses for ACUSD.
F5:
The nurses record and regulate all medications on the campuses.
F6:
All medications are logged and dispensed by office personnel.
F7:
There are no counselors available for ―regular education‖ students on elementary and junior high campuses.
F8:
There are 1.5 counselors per Argonaut and Amador High Schools. There is one counselor for Independence High School, North Star, and the County Adult School.
F9:
No peer counseling programs are currently available.
F10:
Computer labs are available on every campus.
F11:
Power upgrades have not uniformly been addressed for current technology needs on all campuses.
F12:
There is direct visibility into some boys‘ bathrooms on some campuses.
F13:
Safety plans for natural and/or man-made disasters are in place on all ACUSD sites.
F14:
Support agencies have current site safety plans.
F15:
Due to attrition and budgetary issues, maintenance staffing has been decreased.
F16:
There are active and involved parent groups and civic organizations on ACUSD campuses which provide financial support for many physical improvements as well as donating time for classroom support. FINDINGS:
F17:
Four positions: COP, CM, Director of Amador Regional Sanitation Authority (ARSA), and Wastewater Treatment Plant (WWTP) Manager are held bythe same person. THE CITY COUNCIL DISAGREES WITH THIS FACT: There is no such position as WWTP Manager within the city. The City Manager, like all City Managers, is heavily involved in the WWTP. The operations of the plant are performed by appropriately licensed staff. All planning, design and technical analyses were performed by outside professional service contracts.
F18:
In December 2007, the City Council authorized the cash purchase of a Toyota Hybrid. InApril 2008, a loanwas secured against the vehicle, withoutthe approval of City Council. In December 2008, the vehicle was sold without advertising orRFBs. THE CITY COUNCIL AGREES FINDINGS:
F19:
Sutter Creek officials use City credit cards to pay for meals with consultants and contractors, and then invoice reimbursement from the consultants or contractors. This practice has been seen as a conflict of interest, italso delays reimbursement to the city, presenting acash flow problem. (Facts #7, #11) THE CITY DISAGREES WITH THIS FINDING: The City Attorney advised the Council in 2009 that this did not create a conflict of interest or constitute a gift of public funds. This practice has been discontinued.
F20:
On occasion, COP/CM must make decisions that require an opinion from both positions. These decisions may conflict with each other. This conflict may also exist between the interests of CM ARSA Director, and WWTP Manager. (Fact #17) THE CITY COUNCIL AGREES
F21:
When asked about the Toyota hybrid transaction, none ofthe City Council members were aware ofthe loan. (Fact #18) THE CITY COUNCIL AGREES This issue is currently being researched by the City's Finance Director.
F22:
The CM has, on several occasions, not followed the policies and procedures of Sutter Creek City government. (Facts #1, #2, #3, #5, #6, #7, #8, #11, #18) THE CITY COUNCIL AGREES Page 10of49 Cityof Sutter Creek 2009/2010 Civil Grand Jury Report Response
F23:
City Council has, on several occasions, not followed the policies and procedures of Sutter Creek City government. (Facts #1, #2, #3, #4, #5, #6, #7, #8, #11, #18) THE CITY COUNCIL AGREES
F24:
Grand Jurors attending City Council meetings observed some members of the City Council managing by intimidation and being unresponsive to citizens' concerns. THE COUNCIL AGREES IN PART WITH THIS FINDING: The City Council agrees that there have been occasions when members of the Council, staff and public have spoken in anger and/or let frustration get the better of them. Such occasions certainly can be intimidating. However, the City Council does not agree that there has been any deliberate pattern of intimation of the public by any member of the Council. The entire Council recognizes that we are responsible to set the tone of the meeting and interactions with the public and that anything lessthan common courtesy is unacceptable.
Vista rápida
Detalles completos →
Hallazgos y recomendaciones aún no extraídos.
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
12 hallazgos
F1:
The philosophy of the current administration is to treat inmates with dignity and to provide a safe and secure environment.
F2:
Because of overcrowding, the safety and security of staff, inmates, and visitors are at risk.
F3:
The house monitoring equipment is so antiquated that it is increasingly difficult to find repair personnel.
F4:
There is no effective means to keep track of an inmate once released from custody.
F5:
Inmate classes are currently being held in library and in hallways. Some activities are no longer available because of staffing constraints.
F6:
There is no longer a community Work Crew because of staffing shortages.
F7:
As per 2008 recommendations ACSO has continued to pursue funding for a new facility through matching funds legislation. The County received a conditional award of up to $22,712,000. The conditions of this award require that the county raise matching funds of approximately $7-$8 million. Property has been purchased for the new facility.
F8:
The morale of the staff is better due to efforts to move forward with AB900. (Fact # 16)
F9:
Sheriff's Deputies with Law Enforcement Officer Classification are forced to work in the 21 correctional facility to make up for understaffing. As a result, there are fewer officers on patrol. (Facts #1, #2)
F10:
Felony Release Criteria have been used for the early release of non-violent felons due the overcrowding of the facility. This program has not been very successful because ACSO is unable to keep track of persons once they are released from custody.
F11:
Booking fees reimbursed by the state do not adequately offset costs. (Fact#15)
F12:
There are two family units used for conjugal visits. These visits are very hard to earn and are thoroughly monitored by staff.
Vista rápida
Detalles completos →
Hallazgos & Recomendaciones
2 hallazgos
F1:
Overcrowding continues to be a problem at MCSP. This complicated by budget issues. An early release program for inmates has become necessary. (Facts # 1 and 2)
F2:
As programs are eliminated, opportunities for rehabilation are lost and will have a negative effect on inmates. (Facts #6, #7, #8)