Amador County Grand Jury
2017-2018
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (3)
Findings & Recommendations
7 findings
F1:
The Amador County Jail, built in 1984 with a 20-year lifespan, is obsolete and overcrowded. It has an ageing infrastructure; a lack of programming space; and an inability to properly classify and segregate inmates.
F2:
An expansion and renovation of the facility was approved on November 2, 2015. There is no current completion date due to legal issues. 3
F3:
Because of California State Assembly Bill 109, the State prison system continues to work on reducing their population, and in turn, contributes to all of the State’s county jail’s overcrowding issues.
Related Recommendations (1)
R3:
Enforce current policy on shift transfers of inventory property. (F3)
F4:
The current authorized staffing for the Amador County Jail is inadequate.
Related Recommendations (1)
R4:
Increase security checks for employee contraband. (Cell phones, etc.). (F4)
F5:
Current physician hours are from Monday-Friday day shift (7:30 am-3 pm). Outside of those hours, a doctor is on call. Inmates are routinely transported to off - site medical facilities during and after regular doctor hours.
Related Recommendations (1)
R5:
On-site doctor hours need to be extended daily, and to include weekends and holidays. (F5)
F6:
On a yearly average, there are 1100 ambulance runs to MCSP. While an ambulance is being used for the prison, other areas of Amador County have less protection.
Related Recommendations (1)
R6:
The prison should investigate whether American Legion will increase its fleet to have two ambulances dedicated for the sole use of MCSP. This would provide the citizens of the county with quicker medical transports without having unnecessary delays. If on-site doctors’ hours at MCSP were increased, it would also reduce the number of ambulance runs necessary. (F6)
F7:
The Office of Inspector General’s Report published in May 2016 found MCSP inadequate in 13 out of 14 quality indicators. The new CEO of Health Care Services indicated that she expected scores to improve somewhat in the next OIG report and then be greatly improved in subsequent reports. 12
Additional Recommendations
3
Not linked to specific findings.
R1:
The expansion and renovation plan should proceed as soon as possible.
R2:
It is recommended that alternative funding be sought for the replacement of the current Jail Facility as the planned addition to the jail is seen as a short-term resolution. It is recommended that funding be sought for additional staffing to rectify old deficiencies and to bring the current and new facility to adequate staffing levels in accordance with acceptable adult detention facility practices.
R7:
The Civil Grand Jury of 2018/2019 should obtain and read the next OIG report to verify that there have been improvements in the deficiencies delineated in the 2016 report. 13
Findings & Recommendations
15 findings
F1:
The Amador County Jail, built in 1984 with a 20-year lifespan, is obsolete and overcrowded. It has an ageing infrastructure; a lack of programming space; and an inability to properly classify and segregate inmates.
F2:
An expansion and renovation of the facility was approved on November 2, 2015. There is no current completion date due to legal issues. 3
F3:
Because of California State Assembly Bill 109, the State prison system continues to work on reducing their population, and in turn, contributes to all of the State’s county jail’s overcrowding issues.
Related Recommendations (1)
R3:
Enforce current policy on shift transfers of inventory property. (F3)
F4:
The current authorized staffing for the Amador County Jail is inadequate.
Related Recommendations (1)
R4:
Increase security checks for employee contraband. (Cell phones, etc.). (F4)
F5:
Current physician hours are from Monday-Friday day shift (7:30 am-3 pm). Outside of those hours, a doctor is on call. Inmates are routinely transported to off - site medical facilities during and after regular doctor hours.
Related Recommendations (1)
R5:
On-site doctor hours need to be extended daily, and to include weekends and holidays. (F5)
F6:
On a yearly average, there are 1100 ambulance runs to MCSP. While an ambulance is being used for the prison, other areas of Amador County have less protection.
Related Recommendations (1)
R6:
The prison should investigate whether American Legion will increase its fleet to have two ambulances dedicated for the sole use of MCSP. This would provide the citizens of the county with quicker medical transports without having unnecessary delays. If on-site doctors’ hours at MCSP were increased, it would also reduce the number of ambulance runs necessary. (F6)
F7:
The Office of Inspector General’s Report published in May 2016 found MCSP inadequate in 13 out of 14 quality indicators. The new CEO of Health Care Services indicated that she expected scores to improve somewhat in the next OIG report and then be greatly improved in subsequent reports. 12
F8:
The 2016 Amador Pavement Condition Index (56) was the 13th lowest in California.
F9:
Amador County’s June 2017 Pavement Condition Index dropped to 51.
F10:
Continuance of voluntary furloughs reduces road maintenance staff by five (5), level II or III workers and one equipment mechanic by 10% for the 2017/18 fiscal year.
F11:
Planning and funding for road replacement as opposed to repair is minimal.
F12:
Plans for 2018/2019 (SB) 1 funds include more dig outs and partial repair, rather than replacement of roads. GENERAL COUNTY BUDGET
F13:
Over $577,000 of the FY2017/18 budgeted line item expenses are not directly spent on county functions.
F14:
Amador County maintains a dozen separate buildings and complexes other than the County Administration Center and the Health and Human Services building.
F15:
Board of Supervisor monthly salaries rose from $3,139.50 in 2006/07 to $5,214.68 in 2008/09 to $5,834.56 in 2017/18, an increase of 85.8% since 2006/07.
Additional Recommendations
6
Not linked to specific findings.
R1:
The expansion and renovation plan should proceed as soon as possible.
R2:
It is recommended that alternative funding be sought for the replacement of the current Jail Facility as the planned addition to the jail is seen as a short-term resolution. It is recommended that funding be sought for additional staffing to rectify old deficiencies and to bring the current and new facility to adequate staffing levels in accordance with acceptable adult detention facility practices.
R7:
The Civil Grand Jury of 2018/2019 should obtain and read the next OIG report to verify that there have been improvements in the deficiencies delineated in the 2016 report. 13
R8:
CPS should report quarterly to the Board of Supervisors the progress made towards improving the issues in the Grand Jury’s findings. 29
R11-15:
13 61 55 90.2 18 32.7
R16-17:
5 19 18 94.7 8 44.4 Total 62 311 254 81.7 116 45.7 California Age Children Service Months Percent Months with Percent with Group Receiving In-Home Months with Visits with Visits Visits in Visits in Services Residence Residence n n n % n % Under 1 7,905 34,716 32,255 92.9 24,862 77.1 1-2 10,094 47,730 43,658 91.5 34,342 78.7 3-5 12,395 59,896 54,254 90.6 42,046 77.5 6-10 18,373 90,168 81,144 90.0 62,116 76.6
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Findings & Recommendations
25 findings
F1:
A District employee acknowledged discomfort in expressing concerns about inappropriate business activities with those in supervisory positions.
Related Recommendations (1)
R3:
The District/ACOE should establish an atmosphere and process that allows and encourages employees to contact District leadership above their immediate supervisor of concerns with inappropriate or illegal behavior with immunity from retaliation. (Finding 1)
F2:
The former Board President, on at least one occasion, did act as an individual rather than speaking for the entire School Board, thus violating Board Policy.
F3:
The former Board President did not appropriately notify the Board of the potential misuse of funds.
F4:
Neither the Superintendent nor the School Board provided adequate fiduciary oversight to see nor stop inappropriate purchases from taking place.
Related Recommendations (3)
R8:
The Fiscal Crisis and Management Assistance Team (FCMAT) should be hired to do a comprehensive audit of the business office. Their training and recommendations should be fully implemented as soon as possible. (Findings 4, 8, 19, 20)
R10:
The Board should establish a procedure of changing auditors at least every 5 years. (Findings 4, 19, 20, 21)
R18:
R5 The Association of California School Administrators (ACSA) Personnel Committee should be contracted to audit all procedures and functions of the personnel department. Their recommendations should be fully implemented as soon as possible. (Findings 15, 18) R6 There should be clear guidelines for Credit Card authorization and use. The District /ACOE should lower credit card limits. (Finding 5) R7 The District should reorganize the business office to assure that at least one individual has the specific responsibility of verifying vendors and the appropriateness of purchases. (Findings 10, 14, 16) R8 The Fiscal Crisis and Management Assistance Team (FCMAT) should be hired to do a comprehensive audit of the business office. Their training and recommendations should be fully implemented as soon as possible. (Findings 4, 8, 19, 20) R9 BB 9270 – Conflict of Interest should be reviewed, revised, and implemented. (Findings 6,
F5:
There are no written policies, guidelines or procedures for the use of Credit Cards.
Related Recommendations (2)
R6:
There should be clear guidelines for Credit Card authorization and use. The District /ACOE should lower credit card limits. (Finding 5)
R18:
R5 The Association of California School Administrators (ACSA) Personnel Committee should be contracted to audit all procedures and functions of the personnel department. Their recommendations should be fully implemented as soon as possible. (Findings 15, 18) R6 There should be clear guidelines for Credit Card authorization and use. The District /ACOE should lower credit card limits. (Finding 5) R7 The District should reorganize the business office to assure that at least one individual has the specific responsibility of verifying vendors and the appropriateness of purchases. (Findings 10, 14, 16) R8 The Fiscal Crisis and Management Assistance Team (FCMAT) should be hired to do a comprehensive audit of the business office. Their training and recommendations should be fully implemented as soon as possible. (Findings 4, 8, 19, 20) R9 BB 9270 – Conflict of Interest should be reviewed, revised, and implemented. (Findings 6,
F6:
The Board Policy on Conflict of Interest was not followed.
Related Recommendations (2)
R2:
All District / ACOE employees should be given ethics training. (Findings 6, 7, 9, 11, 12)
R9:
BB 9270 – Conflict of Interest should be reviewed, revised, and implemented. (Findings 6, 8)
F7:
No one at the District or ACOE reviews Form 700’s (Conflict of Interest Statement).
F8:
Most of the ACUSD / ACOE Board Policies, Administrative Regulations and Board Bylaws are outdated. They have not been revised or updated as recommended by CSBA.
F9:
The Assistant Superintendent did not accurately complete Form 700.
Related Recommendations (1)
R11:
The District should contract with the California Association of School Boards (CSBA) to provide expert outside leadership and facilitation in updating all Board Policies, Administrative Regulations and Board Bylaws. (Finding 9)
F10:
Many purchases were made for materials not requested by teachers or sites. Often more materials were purchased than could be used.
Related Recommendations (3)
R1:
The District / ACOE should develop an efficient system for approving supplemental instructional materials. This system should require input from appropriate teachers and should also provide opportunity for input from parents and community members. (Finding 10)
R7:
The District should reorganize the business office to assure that at least one individual has the specific responsibility of verifying vendors and the appropriateness of purchases. (Findings 10, 14, 16)
R18:
R5 The Association of California School Administrators (ACSA) Personnel Committee should be contracted to audit all procedures and functions of the personnel department. Their recommendations should be fully implemented as soon as possible. (Findings 15, 18) R6 There should be clear guidelines for Credit Card authorization and use. The District /ACOE should lower credit card limits. (Finding 5) R7 The District should reorganize the business office to assure that at least one individual has the specific responsibility of verifying vendors and the appropriateness of purchases. (Findings 10, 14, 16) R8 The Fiscal Crisis and Management Assistance Team (FCMAT) should be hired to do a comprehensive audit of the business office. Their training and recommendations should be fully implemented as soon as possible. (Findings 4, 8, 19, 20) R9 BB 9270 – Conflict of Interest should be reviewed, revised, and implemented. (Findings 6,
F11:
As early as 2012 the former County Superintendent was aware of remuneration for material authored and/or published by a district employee.
F12:
The former Assistant Superintendent/Interim Superintendent purchased materials from which she personally profited.
F13:
The issue of potentially inappropriate purchasing was formally brought to the District’s attention on June 10, 2015 by attorneys representing an outside provider of teacher made materials.
F14:
There are inadequate checks and balances in the business office to prevent fraud like behaviors and incidents.
F15:
Ethics training has not been provided for all ACUSD / ACOE employees.
Related Recommendations (2)
R5:
The Association of California School Administrators (ACSA) Personnel Committee should be contracted to audit all procedures and functions of the personnel department. Their recommendations should be fully implemented as soon as possible. (Findings 15, 18)
R18:
R5 The Association of California School Administrators (ACSA) Personnel Committee should be contracted to audit all procedures and functions of the personnel department. Their recommendations should be fully implemented as soon as possible. (Findings 15, 18) R6 There should be clear guidelines for Credit Card authorization and use. The District /ACOE should lower credit card limits. (Finding 5) R7 The District should reorganize the business office to assure that at least one individual has the specific responsibility of verifying vendors and the appropriateness of purchases. (Findings 10, 14, 16) R8 The Fiscal Crisis and Management Assistance Team (FCMAT) should be hired to do a comprehensive audit of the business office. Their training and recommendations should be fully implemented as soon as possible. (Findings 4, 8, 19, 20) R9 BB 9270 – Conflict of Interest should be reviewed, revised, and implemented. (Findings 6,
F16:
The District has eliminated the position of Purchasing Agent. 11
F17:
An individual under criminal investigation was offered a promotion, in the form of a contract, to serve as Deputy County Superintendent for $150,000 a year effective May 24, 2016.
F18:
Certificated employees (teachers and credentialed administrators) and classified managers are not given contracts for their positions.
Related Recommendations (1)
R4:
All certificated employees and classified managers should be on a contract. These contracts should be reviewed by the District’s legal counsel to assure their appropriateness. (Finding 18)
F19:
The District’s auditors did not report finding the inappropriate purchases in their annual review of District books and procedures in the years 2012 – 2015.
F20:
The District’s auditors, in their exit interviews with the Assistant Superintendent of Business Services, the Superintendent and the Board President, were not made aware of possible improprieties, specifically in the years 2012 – 2015.
F21:
Until recently, the District has used the same auditors for approximately 10 consecutive years.
F22:
Two new School Board members have been elected since this investigation began.
F23:
The County Superintendent has resigned and been replaced by appointment of the District Superintendent to that position. This restores the previous school organization to have the County Superintendent and District Superintendent as one individual. At the end of the elected term, the position County Superintendent of Schools will be filled by the election process.
F24:
The Assistant Superintendent of Business Services has been replaced.
F25:
The District satisfactorily responded to most, but not all, of the 2015-2016 Grand Jury
Additional Recommendations
1
Not linked to specific findings.
R13:
The 2017-2018 Amador County Civil Grand Jury should continue to follow up to assure satisfactory response to all of the above recommendations.