Butte County Grand Jury
2008-2009
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 (22)
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Additional Recommendations
2
Not linked to specific findings.
R3:
WE HAVE BEEN ADVISED BY OUR CEMETERY ALLIANCE LAWYER THAT WAIVING AN ELIGIBLE NON RESIDENT FEE FOR ANY REASON IS ILLEGAL. THEREFORE, THE BOARD OF TRUSTEES VOTED TO FOLLOW THAT ADVISE. WE HAVE SEVERAL HIGH SCHOOL CLASSES
R4:
EVERY YEAR THAT COME TO THE CEMETERY FOR A SPEECH AND HISTORY OF THE CEMETERY. WE WILL CONTINUE TO PURSUE THIS. SINCERELY, LINDA KAUTTER SECRETARY TO THE BOARD OF TRUSTEES E-Mail paracem@jps.net Telephone 530.877.4493 Fax 530.877.2012 Website: paradisedirect.com/cemetery
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Findings & Recommendations
5 findings
F5:
recognized by FEMA as an example of plans for communities. This plan was the blue print for the upper ridge evacuation plan. The Town of Paradise and the Butte County Building departments meet on
F6:
development with abutting interest. The Town of Paradise used multiple forms to inform the public;
F8:
1. Active trained designated Public Information Officer (PIO) with deputies. 2. Joint Information Center (JIC) trains with other agencies 3. 1500 AM radio taped information time dated. 4. E-mail alert citizen and business signup. 5. Press release to news agencies & the EBS system Paradise has been the leader in the benefit assessment district development.
F9:
1. Three options brought before the City/County Adhoc Committee, by the Town Manager.
F10:
Safety information is released at every opportunity, Fire on the Ridge, Johnny Apple Seed Days, Gold Nugget Days, Service Clubs, Special speaking engagements, Station Tours, Fire Safe Council presentation, etc.
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Findings & Recommendations
5 findings
F1:
The City of Chico is considering a ban on non EPA certified burning devices, with some exceptions.
F2:
The ability of the District to conform to Ambient Air Quality Standards will be dimin- ished unless new sources of funding are found.
F3:
Butte County does not currently meet the federal air quality standard for particulates, due to wood burning devices used in the winter.
F4:
Butte County does not meet the federal standard for ozone during the summer months. Butte County cannot reduce ozone that is created in another jurisdiction.
F5:
The District appears to be well managed by a professional and dedicated staff.
Additional Recommendations
2
Not linked to specific findings.
R1:
The District should continue to pursue all possible sources of funding to finance incen- tives to upgrade wood burning devices.
R2:
The District should continue to educate the public and encourage the voluntary conver- sion of ineffective wood burning devices to EPA certified models.
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Findings & Recommendations
6 findings
F1:
It is the policy of the Oroville Cemetery District to require additional fees, when they have undercharged a family. The PCD and GBCD do not, they absorb the error.
F2:
The OCD does not allow for an interment fee adjustment for burials done the day after a holiday.
F3:
The OCD and PCD charge for a death occurring outside of the District seems excessive and harsh, especially if all costs have been pre-paid.
F4:
The GBCD educational program for young adults is original and wise.
F5:
The Endowment Care Funds for all three Cemetery Districts are adequate and should be sufficient to maintain the cemeteries to perpetuity. 37
F6:
The OCD, GBCD, and PCD appear to be well managed and in compliance with the State of California, Department of Consumer Affairs.
Additional Recommendations
4
Not linked to specific findings.
R1:
The OCD should adopt the same business practice as PCD and GBCD in regard to the adjustment of under quoted fees.
R2:
The OCD should adopt the same interment fee adjustment as PCD and GBCD, for buri- als done the day after a holiday.
R3:
The OCD and PCD charge for a death occurring outside of the District should be elimi- nated, when all of the costs have been pre-paid.
R4:
The PCD and the OCD should adopt the GBCD approach for youth education and the control of vandalism.
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Findings & Recommendations
4 findings
F1:
County records and historical document restoration is an ongoing process.
F2:
Ballot counting machines have to be individually hand fed, which is a slow and tedious process.
F3:
Two additional facilities must be leased in order to accommodate the volume of machines and paperwork, as the current main facility is not large enough to house all of the compo- nents for an election.
F4:
Returning to paper ballots costs the County approximately $35,000 in the 2008 election (Appendix B). 40
Additional Recommendations
3
Not linked to specific findings.
R1:
Restoration of historical documents should be continued to preserve the history of Butte County.
R2:
Purchase updated counting machines for paper ballots as they become certified by the State of California.
R3:
All election materials and County records should be consolidated at a single facility to af- fect cost savings.
Findings and recommendations not yet extracted.
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Findings & Recommendations
5 findings
F1:
During the period 1999-2008, Butte County tax and interest revenue increased from $38- 75 million totaling about $480 million for the period.
F2:
During years of increasing revenue, Butte County did not create a General Reserve (Rainy Day Fund).
Related Recommendations (1)
R1:
The 2008/2009 Grand Jury recommends that Butte County immediately establish, adopt, and implement a policy, with a specific formula, to develop a General Reserve. This would be implemented when Butte County revenues exceed an indicator, such as the Con- sumer Price Index, or equivalent.
F3:
In the FY 2008/2009 annual budget the County has a small Contingency. The Contingency is not adequate to handle the severe reduction in revenue.
F4:
Butte County is entering a period, which may extend several years, of reduced revenue.
F5:
As a result of not having a General Reserve, Butte County will need to make drastic reduc- tions in staffing, equipment, and levels of services for several years.
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Findings & Recommendations
6 findings
F1:
The Department Director and the Contracts Manager are acutely aware of the overwhelm- ing need to rewrite the outdated Contracts/Purchasing Policy and Procedure Manual, for the purpose of centralizing information, creating easier access, saving time, and most im- portantly, saving revenue for the County.
Related Recommendations (1)
R1:
A dedicated clerical position should be tasked with the compilation of the new contracts Manual.
F2:
There is a lack of standardization and consistency in the County’s contract language.
Related Recommendations (1)
R2:
Develop standardized, write-protected, department-specific templates for use in the major- ity of contractual relationships, eliminating lengthy, individual document review.
F3:
There is a lack of electronic transmission, approval, management and tracking of contracts.
Related Recommendations (1)
R3:
An electronic processing program specific to expediting the contract process needs to be developed and implemented as soon as possible.
F4:
The DGS is not always involved before contracts are issued by individual departments.
Related Recommendations (1)
R4:
Each department seeking a contract for goods or services should work collaboratively with DGS, utilizing the aforementioned templates, and implementing a streamlined electronic contract process.
F5:
There is an immediate need for the Manual to be completed and approved by the Board of Supervisors.
Related Recommendations (1)
R5:
The new Manual should be reviewed and approved with any appropriate modifications by the Board of Supervisors as soon as completed.
F6:
There is no timeline for approval at each step in the ratification of a contract. Presently, it takes four to six weeks for contract approval.
Related Recommendations (1)
R6:
Procedures should be established to enhance the expediency and efficiency of the contract approval process. 71
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Findings & Recommendations
10 findings
F1:
County records and historical document restoration is an ongoing process.
Related Recommendations (1)
R1:
The OCD should adopt the same business practice as PCD and GBCD in regard to the adjustment of under quoted fees.
F2:
Ballot counting machines have to be individually hand fed, which is a slow and tedious process.
Related Recommendations (1)
R2:
The OCD should adopt the same interment fee adjustment as PCD and GBCD, for buri- als done the day after a holiday.
F3:
Two additional facilities must be leased in order to accommodate the volume of machines and paperwork, as the current main facility is not large enough to house all of the compo- nents for an election.
Related Recommendations (1)
R3:
The OCD and PCD charge for a death occurring outside of the District should be elimi- nated, when all of the costs have been pre-paid.
F4:
Returning to paper ballots costs the County approximately $35,000 in the 2008 election (Appendix B). 40
Related Recommendations (1)
R4:
The PCD and the OCD should adopt the GBCD approach for youth education and the control of vandalism.
F5:
An Emergency Evacuation Plan has been developed for the Upper Ridge (Magalia and Paradise Pines) only.
Related Recommendations (1)
R5:
Address the need for creation of Emergency Evacuation Plans for all high-risk fire areas in the Butte County foothills.
F6:
The OCD, GBCD, and PCD appear to be well managed and in compliance with the State of California, Department of Consumer Affairs.
Related Recommendations (1)
R6:
Put a moratorium on all multi-home development in fire prone areas until all fire safety, traffic, and emergency water supply issues are resolved.
F7:
Butte County does not have a County Fire Code Ordinance specific to Butte County conditions.
Related Recommendations (1)
R7:
The Butte County Board of Supervisors should request and implement a County Fire Code Ordinance specifically designed for the Butte County foothill’s environment.
F8:
During the recent wildfires, information on the County Emergency Broadcast System was often several hours old. Therefore, it did not provide timely information about the evacua- tion and fire status and locations.
Related Recommendations (1)
R8:
In cases of emergency, the County Emergency Broadcast System should update informa- tion frequently, with specific, current information about evacuation recommendations, lo- cation and status of the emergency, and the forecast of future actions.
F9:
Adequate funding is not in place for foothill evacuation routes. There is currently a move- ment toward development of a Benefit Assessment District to include the areas of Para- dise, the Upper Ridge, Concow, and Centerville.
Related Recommendations (1)
R9:
The Board of Supervisors should encourage the formation of a Benefit Assessment Dis- trict on the Ridge. 52
F10:
Fire safety information, about emergency evacuation routes and fire preparedness, is not reaching the public for whom it was intended.
Related Recommendations (1)
R10:
Consider inserting, in the local phone directory or property assessments, information about emergency travel routes and public assembly points, as shown in Appendix C.
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Findings & Recommendations
6 findings
F1:
When negotiating the recently expired bargaining unit MOUs, the County reviewed the compensation packages of twelve other counties. Some of the counties did not have com- parable cost of living or socio-economic parameters.
Related Recommendations (1)
R1:
When comparing employee compensation packages, negotiate to replace counties such as Sacramento, Santa Cruz, Sonoma, Napa, with counties having comparable cost of living and socio-economic parameters to those of Butte County.
F2:
As an incentive to save sick leave, the County offers three options for converting unused sick leave upon retirement. The rationale for offering incentives to save sick leave appears valid.
F3:
Under the nine recently expired bargaining unit MOUs, the County pays the full cost of medical insurance premiums for retirees who qualify for CalPERS retirement and have accumulated sick leave savings. During open enrollment, the retiree may elect to change to a higher benefit plan with the County paying the increased premium.
F4:
In most cases, the medical insurance benefit exceeds the hourly rate paid to the employee prior to retirement. Medical insurance premiums for about 120 County retirees are cur- rently costing the County nearly one million dollars per year. As medical premiums rise and more employees retire with accumulated sick leave, these costs will increase.
Related Recommendations (2)
R2:
Continue to offer cash payments and length of service extension for unused sick leave, but negotiate to change the medical insurance premium benefit to a shared cost, similar to that formula used to determine the portion of the medical insurance premium paid by the County for employees prior to retirement. For example, in the new Bargaining Unit MOUs being negotiated, fix the County’s monthly contribution for retiree medical insur- ance premiums and require the retiree to pay the remainder.
R3:
For current retirees with vested retirement rights, continue to have the County pay the total cost of health insurance premiums. For future retirees, negotiate to modify the current practice which permits retirees to move to a higher plan at the County’s expense. Negoti- ate to have the retiree pay the difference in premiums. 77
F5:
It is difficult for the County to predict or budget for retiree medical insurance premiums, due to the County’s lack of control over insurance premium increases and employee deci- sions to retire.
Related Recommendations (2)
R2:
Continue to offer cash payments and length of service extension for unused sick leave, but negotiate to change the medical insurance premium benefit to a shared cost, similar to that formula used to determine the portion of the medical insurance premium paid by the County for employees prior to retirement. For example, in the new Bargaining Unit MOUs being negotiated, fix the County’s monthly contribution for retiree medical insur- ance premiums and require the retiree to pay the remainder.
R3:
For current retirees with vested retirement rights, continue to have the County pay the total cost of health insurance premiums. For future retirees, negotiate to modify the current practice which permits retirees to move to a higher plan at the County’s expense. Negoti- ate to have the retiree pay the difference in premiums. 77
F6:
The County is in the process of negotiating new agreements with the nine bargaining units, which provides an opportunity to renegotiate this benefit.
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Findings & Recommendations
4 findings
F1:
The average number of wards housed in three pods is fifty five.
Related Recommendations (1)
R1:
Adequate funding should be made available to maintain the existing three pods.
F2:
Table Mountain School allows students to continue to progress academically, so they can mainstream back into public school upon their release.
Related Recommendations (1)
R2:
TMS classrooms should remain fully functioning in each of the three existing pods.
F3:
The Boys and Girls Club offers juveniles a place to go where they can participate in building life skills, exercise, music, and games. Entry to the “Club” is earned by good behavior.
Related Recommendations (1)
R3:
The Boys and Girls Club should remain in operation at JH.
F4:
Foster Grandparents provide role models for the youth, offering a non-authoritarian ear to talk to.
Related Recommendations (1)
R4:
The Foster Grandparent Program and other after-school and evening activities provided by community groups should continue. 33
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Findings & Recommendations
6 findings
F1:
the compensation packages of twelve other counties. Some of the counties did not have comparable cost of living or socio-economic parameters. As an incentive to save sick leave, the County offers three options for converting
Related Recommendations (1)
R1:
When comparing employee compensation packages, negotiate to replace counties such as Sacramento, Santa Cruz, Sonoma, Napa, with counties having comparable cost of living and socio-economic parameters to those of Butte County
F2:
unused sick leave upon retirement. The rationale for offering incentives to save sick leave appears valid. Under the nine recently expired bargaining unit MOUs, the County pays the full
F3:
cost of medical insurance premiums for retirees who qualify for CalPERS retirement and have accumulated sick leave savings. During open enrollment, the retiree may elect to change to a higher benefit plan with the County paying the increased premium. In most cases, the medical insurance benefit exceeds the hourly rate paid to the
F4:
employee prior to retirement. Medical insurance premiums for about 120 County retirees are currently costing the County nearly $1 million per year. As medical premiums rise and more employees retire with accumulated sick leave, these costs will increase. It is difficult for the County to predict or budget for retiree medical insurance
Related Recommendations (2)
R2:
Continue to offer cash payments and length of service extension for unused sick leave, but negotiate to change the medical insurance premium benefit to a shared cost, similar to that formula used to determine the portion of the medical insurance premium paid by the County for employees prior to retirement. For example, in the new Bargaining Unit MOUs being negotiated, fix the County's monthly contribution for retiree medical insurance premiums and require the retiree to pay the remainder.
R3:
For current retirees with vested retirement rights, continue to have the County pay the total cost of health insurance premiums. For future retirees, negotiate to modify the current practice which permits retirees to move to a higher plan at the County's expense. Negotiate to have the retiree pay the difference in premiums.
F5:
premiums, due to the County's lack of control over insurance premium increases and employee decisions to retire. The County is in the process of negotiating new agreements with the nine
Related Recommendations (2)
R2:
Continue to offer cash payments and length of service extension for unused sick leave, but negotiate to change the medical insurance premium benefit to a shared cost, similar to that formula used to determine the portion of the medical insurance premium paid by the County for employees prior to retirement. For example, in the new Bargaining Unit MOUs being negotiated, fix the County's monthly contribution for retiree medical insurance premiums and require the retiree to pay the remainder.
R3:
For current retirees with vested retirement rights, continue to have the County pay the total cost of health insurance premiums. For future retirees, negotiate to modify the current practice which permits retirees to move to a higher plan at the County's expense. Negotiate to have the retiree pay the difference in premiums.
F6:
bargaining units, which provides an opportunity to renegotiate this benefit.
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Findings & Recommendations
3 findings
F1:
time. The respondent agrees with the finding. The Upper Skyway from Inskip to Humboldt Road at Butte Meadows will be paved starting in 2. 2009, which will provide a connection to Highway 32 from Upper Skyway. The respondent disagrees partially with the finding. The Department is currently working with Butte County Association of Governments on a project which will pave the road in question. Construction is planned for 2009; however, the project is currently underfunded, a situation that could delay project implementation. There is a preliminary Upper Ridge Evacuation Plan, called Butte County Inter-Agency
F2:
2009, which will provide a connection to Highway 32 from Upper Skyway. The respondent disagrees partially with the finding. The Department is currently working with Butte County Association of Governments on a project which will pave the road in question. Construction is planned for 2009; however, the project is currently underfunded, a situation that could delay project implementation. There is a preliminary Upper Ridge Evacuation Plan, called Butte County Inter-Agency
F3:
Emergency Action Plan, which includes the communities of Magalia, Paradise Pines, Lovelock, and Stirling City. The respondent agrees with the finding. Grand Jury Recommendations The Butte County Department of Public Works and the Butte County Board of Supervisors should move forward expeditiously with the necessary steps, including coordination with related agencies and seeking citizen input, to adopt a final Upper Ridge Evacuation Plan. The recommendation has not yet been fully implemented, but is in process. It should be noted that the Department of Public Works is not the lead agency responsible for the Upper Ridge Evacuation Plan. We are a stakeholder and active participate in the process and will continue to work with Cal-Fire, the Sherriff's Department, County Office of Emergency Services, as well as other agencies to implement this recommendation.
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Findings & Recommendations
3 findings
F1:
The recent water rate increases appear reasonable. Water rates charged are below or close to those charged by similar Water Agencies in the vicinity.
Related Recommendations (1)
R1:
The District should expand its explanation of the need for rate increases in the literature sent to its customers and during public meetings. Specifically, the District should outline its needs and plans for pipeline repairs and upgrades.
F2:
The District currently reports a three to five percent Unaccounted for Water statistic which is low for this system. However, considering the age of portions of the system, the use of steel pipelines, high static pressures in some areas, transient pressures from the well pumps, and potential ground movements, the situation could change dramatically. At pre- sent, the District relies on customers and the public to report leaks. It does not have a leak- age detection program. Relying on District customers and the public to report leakage is not sufficient. Water saved would reduce the District’s treatment and pumping costs. Water saved could be released from Oroville Reservoir and used to produce power and meet other downstream water uses.
Related Recommendations (1)
R2:
The District should continue to carefully monitor its calculations of “Unaccounted for Wa- ter” for any significant changes. To prepare for any significant increases in Unaccounted for Water, the District should develop and have ready for immediate implementation a leakage detection program.
F3:
The District has not developed a Water Conservation Program to encourage conservation or to inform the public of water savings practices. The District’s flat water consumption 83
Related Recommendations (1)
R3:
The District should review the water conservation programs adopted by other California Water Agencies, tailor a program to its situation, and then implement a water conservation program to inform and encourage its customers of the need to conserve water. The District should review and evaluate using a tiered consumption rate to encourage conservation.
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Findings & Recommendations
18 findings
F1:
There is no plan in place to hire a permanent Director who will reorganize and stabilize BCDBH.
Related Recommendations (1)
R1:
The Board of Supervisors needs to prioritize recruitment for a Permanent Director of BCDBH with the medical staff and Behavioral Health Board strongly involved in the process of interviewing every single applicant.
F2:
There is no Medical Director in BCDBH for the overall management of medical/ clinical staff, nor a spokesperson to advocate for the medical/clinical staff in administrative deci- sion making. 21
Related Recommendations (1)
R2:
A Medical Director should be actively recruited. The cost of doing so could be offset by reimbursement through Medi-Cal billing for direct services and billing for administrative claim-for-management time. It is recommended that the Medical Director see patients a percentage of his/her workday, as well as represent and direct the medical and clinical staff.
F3:
There is a lack of a transparent, financial, and statistical data reporting system.
Related Recommendations (1)
R3:
BCDBH should follow government transparency guidelines. Financial reporting and data should be understandable and readily accessible upon request. The at-a-glance, “Dashboard Report,” currently in development, should be implemented as soon as possi- ble to provide on-demand information.
F4:
There is a lack of productive communication, trust, and cooperation within the various di- visions that comprise BCDBH.
Related Recommendations (1)
R4:
Communication, cooperation, and trust need to be fostered by administration.
F5:
There is a lack of effective leadership, due to lack of leadership training.
Related Recommendations (1)
R5:
HR should provide appropriate leadership training to promote effective leaders within BCDBH.
F6:
There is a lack of monitoring and administering of the increased number of contracts.
Related Recommendations (1)
R6:
A plan and process for monitoring contracts should be developed.
F7:
Productivity levels appear lower than the standard in some areas of BCDBH.
Related Recommendations (1)
R7:
Productivity levels need to be established and enforced. Qualified medical and clinical su- pervisors should interface with patients a percentage of the time.
F8:
There is a lack of contracted residential facilities for youth in crisis in Butte County.
Related Recommendations (1)
R8:
Additional residential facilities that meet state mandated requirements and licensing qualifications should be encouraged for the purpose of treating and housing youth locally. This would be advantageous to the families involved and save the County a great deal of money.
F9:
There is a lack of contracted residential facilities for adults in crisis in Butte County.
Related Recommendations (1)
R9:
Additional residential facilities that meet state mandate requirements and licensing qualifications should be developed for treating and housing adults needing long-term placement locally, again saving out-of-county costs.
F10:
There has been a lack of local partnering with a hospital or facility that can hospitalize and treat patients locally. Meetings are being held to foster partnerships.
Related Recommendations (1)
R10:
Partnerships with local hospitals in the County need to be developed for the collabora- tive treatment and care of severely mentally ill patients.
F11:
There was a lack of a Systems Performance Evaluation Coordinator in the past. This posi- tion has just been assigned and is in the process of classification.
Related Recommendations (1)
R11:
The classification process and position allocation for the Systems Performance Evaluation Coordinator should be completed and accepted by the Board of Supervisors as soon as possible.
F12:
Overhead costs that were too high in relation to the budget have been reduced to qualify for state reimbursement.
Related Recommendations (1)
R12:
Overhead operating costs should continue to be monitored and kept at or below the state requirement level of fifteen percent to qualify for state reimbursement. 23
F13:
The Grand Jury found the Butte County Board of Supervisors to be surprisingly un- informed, and un-involved in overseeing and monitoring the Department of Behavioral Health’s fiscal affairs, structure of management, and administrative decisions made for the Department. When questioned they were unable to answer most of the Grand Jury’s in- quiries about the Department.
Related Recommendations (1)
R13:
The Board of Supervisors should become more regularly informed and more involved with the fiscal affairs and administrative structure of BCDBH.
F14:
The PHF was visited and found to be well staffed, extremely clean, and full to its sixteen bed capacity.
Related Recommendations (1)
R14:
The Psychiatric Health Facility should retain full coverage staffing in order to continue to operate at full capacity.
F15:
The Crisis Stabilization Unit is now fully staffed 24-7 and is in compliance with state mandates as of March 7, 2009.
Related Recommendations (1)
R15:
The Crisis Stabilization Unit should retain full coverage staffing in order to continue to operate at full capacity.
F16:
Caseload ratios in the clinics and counseling centers need to be studied and adjusted accordingly.
Related Recommendations (1)
R16:
Clinics and counseling center’s caseload ratios should be studied and reassessed.
F17:
Representative Payee Program was slated to be discontinued but following protest from medical and clinical staff, the program is presently fully maintained. Grant monies that supported the program in the past have now been diverted to a homeless program. The Representative Payee Program is currently being supported by realignment funds.
Related Recommendations (1)
R17:
The Representative Payee Program should be continued in its full capacity and should not be outsourced.
F18:
The outside audit report done in August-September, 2008 has not been received to date. 22
Related Recommendations (1)
R18:
The Board of supervisors should pursue receipt of the outside audit done in August- September, 2008.
Findings & Recommendations
6 findings
F1:
The Treasurer-Tax Collector is pleased to agree with the finding.
Related Recommendations (1)
R1:
Administration and Board of Supervisors should seek resolution to space
F2:
Morale was reported to be high by staff in all departments. The Treasurer-Tax Collector agrees with the finding. Staff members reported respecting management and, in turn, they too
Related Recommendations (1)
R2:
issues. The recommendation is appropriate but requires further analysis. The Treasurer- Tax Collector's Office worked with General Services to arrange an assessment of work space issues. The walk thorough was delayed as a result of the recent fires but was rescheduled and took place on Friday, July 25. Additional needs identified by the management team of the office include: Increased confidentiality and security for depositors/payers in lobby area. Larger lobby area needed. Present area is approximately 12'X18' and serves tax payers, delinquent debtors and Treasury banking customers, often at the same time. It frequently becomes congested and creates something of a security risk for large cash depositors. Two more workstations are needed in the Tax Division for extra help personnel. The department is currently using tables located in the staff break area as makeshift workstations. One more workstation in Central Collections. Client Consultation area for exchange of confidential information for Central Collections' clients as well as clients of other divisions. Conference room for meetings, interviews, performance reviews, confidential exchanges with staff members, etc. Creation of additional (walled in) office space to accommodate the Assistant Treasurer-Tax Collector - Treasury Division position.
F3:
were respected. The Treasurer-Tax Collector agrees with the finding. Office space is limited and could become a stressful issue. It also
Related Recommendations (1)
R3:
The staff is in need of a conference room. The recommendation was addressed during the assessment of the premises detailed above; however, implementation will be dependent upon available space and resources.
F4:
compromises confidentiality. The Treasurer-Tax Collector agrees with the finding. The department has some one screen computers per desk for employees
Related Recommendations (1)
R4:
The department would benefit from "two screened" computers for employees. The recommendation was reviewed by the Treasurer-Tax Collector's management team. It was determined that two desks in the Tax Division might benefit from dual monitors, but others are functioning successfully with one monitor at this time. One of the two desks in question has had dual monitors installed on a trial basis since mid-July. An assessment of the merits of dual monitors will occur 3-6 months after implementation.
F5:
and lacks a counting/counterfeit machine for desk top work. The Treasurer-Tax Collector partially agrees with the findings. Most workstations within the department function well with one computer monitor per desk. The Treasury has an additional counting/counterfeit machine on order for use at the front counter. A counterfeit detecting device was on order at the time of the inquiry and was installed for use in the Tax Division prior to the April receipt of property tax payments. An additional counterfeit detecting device was ordered for the Central Collections Division and has been in use for approximately seven months. There is no conference room for staff or conference meetings.
Related Recommendations (1)
R5:
Acquire portable counting/counterfeit identification machine. The recommendation was partially implemented when a portable counterfeit detecting device was installed at the front counter in the Tax Division to verify cash payments from taxpayers. A second device was installed in Central Collections for payment verification purposes. The Treasury Division utilizes a counting/ counterfeit detecting machine located on a work surface toward the back of the office and, based on the recommendation, plans to purchase another for use at the Treasury front counter.
F6:
The Treasurer-Tax Collector agrees with the finding.
Related Recommendations (1)
R6:
Consider confidentiality for customers in designing future office expansion. This recommendation was implemented during the consultation with General Services on the space needs of the office. The assessment included the need for private consultation areas for clients of Central Collections and/or clients of other departments requiring a confidential location for conversation, as well as the benefits of increased lobby space.
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Findings & Recommendations
11 findings
F1:
Contracted support services such as counseling and parent support groups are reportedly not available to non-English speaking parents. When needed, an interpreter can be hired, but funds for that are limited. Counseling for non-English speaking children is available through Behavioral Health. The respondent disagrees with the finding. Both counseling and parent support groups are available to non-English speaking parents, primarily in Spanish and Hmong. The department has the ability to enter into individual contracts to address the needs of non-English speaking parents that cannot be addressed within existing contracts. In addition, the department has a well-defined policy for staff to access in-house interpreters as well as our contracted Language Line Interpreter Service. The department will provide refresher training to staff on existing departmental policy for accessing interpreter services as well as the process for requesting services not covered through existing contracts no later than November 30, 2008.
Related Recommendations (1)
R1:
BCCS should encourage service providers to include non-English speaking families in their program plans. The recommendation has been implemented. Contracted service providers are expected to provide services in a variety of languages, primarily Spanish and Hmong. When BCCS issues a request for proposal (RFP), the request includes the requirement that services be provided in a variety of languages as needed. Several of the service providers have individual staff that are bi-lingual and generally make those staff available when needed. The level of need for services in a variety of languages fluctuates and it is sometimes difficult for service providers to consistently have staff available to provide those services. When that occurs, BCCS has the ability to contract with individuals who can provide the needed service, or to provide interpreter services. With regard to the process for accessing these bi-lingual services, it is not utilized as frequently and therefore can be more cumbersome for social worker staff. BCCS will provide refresher training to staff on existing departmental policy no later than November 30, 2008, for accessing interpreter services as well as the process for requesting services not covered through existing service provide contracts
F2:
Despite the efforts made for effective communication in Butte County Children's Services (BCCS), there is some sense of disconnect between North County Children's Services (NCCS) and South County Children's Services (SCCS). Communication and consistency are hindered by program division and geographic distance. Notification of court policy changes have sometimes not been communicated to NCCS in a timely manner. The respondent agrees with the finding. BCCS has begun analyzing its communication practice and gaps between the two office locations. Plans are in place to redesign the management assignments with the goal of providing consistent information and support to the staff regardless of their work location. Full implementation is expected by October 2008.
Related Recommendations (1)
R2:
DESS and BCCS should review communication practices and revise them to address the disconnect issues between NCCS and SCCS, the consistent and complete flow of communication, and general morale issues. The recommendation has been partially implemented. DESS and BCCS have already begun analyzing its communication practices and gaps. Plans are in place to redesign the management assignments with the goal of providing consistent information and support to the staff regardless of their work location. Full implementation is expected by October 2008.
F3:
Staff report that NCCS is in need of more access to attorney services. The respondent disagrees with the finding. Attorney services are as readily available to both SCCS and NCCS. NCCS staff needs training regarding the various established processes to access attorney services available to them. This training will be provided to staff during unit meetings no later than November 30, 2008.
Related Recommendations (1)
R3:
BCCS should review the need for additional attorney services to NCCS and ensure that need is met. The recommendation to review the need for additional attorney services to NCCS has been implemented. The findings of the review indicate that there are sufficient attorney services to NCCS. *welves - 5 The current attorney has worked with supervisors and management to establish and communicate an effective process for accessing his services. The attorney has established a schedule of times he is available in each office when he is not in court. Currently he is in court approximately 22 hours per week and spends 7 hours in the office in Chico and 12 hours in the office in Oroville. A system has been developed for social workers and supervisors to request a staffing when he is not in the office. This system which involves phone and email communication appears to be working and the attorney has good response time when this process is used appropriately. Training will be provided to staff no later than November 30, 2008 regarding the established process to access attorney services.
F4:
Clerical Support to Children's Services is sometimes complicated by a multi-program chain of command. The respondent agrees with the finding. Support staff is now included in Children's Management meetings so they are available to discuss how best to provide clerical support to social work staff when changes in work processes and/or regulations are implemented. These meetings provide an ongoing opportunity for Clerical Support staff to make suggestions for improving business practices to support social work staff as well as improve efficiencies for clerical support staff.
Related Recommendations (1)
R4:
DESS should consider ways to eliminate barriers in meeting BCCS clerical support needs and should consider the need for a permanent receptionist at SCCS. The recommendation has been implemented. The issue of an experienced receptionist in the SCCS has been addressed and there is agreement to have a receptionist assigned on a more long-term basis in this area. Support staff is now included in Children's Management meetings so they are part of the team that evaluates better ways to do business for both clerical support and social work staff. This has eliminated many of the barriers. In addition, BCCS is currently engaged in a complete organizational review with all BCCS staff of how we do business and support staff is an active and important part of that process.
F5:
To promote cross training, DESS receptionists are rotated to various divisions including SCCS. In the case of SCCS, receptionist rotation is detrimental. SCCS is a busy reception area, the Children's Services program is complex, and the clients are often dealing with highly emotional issues. The respondent agrees with the finding. The issue of frequent rotation of reception staff in the SCCS has been addressed. There is agreement to assign staff to this function on a more long-term basis to ensure consistent service in both offices and for expertise to be developed in this position.
Related Recommendations (1)
R5:
BCCS should find a way to provide adequate confidential interview space at NCCS. The recommendation has been implemented. The availability of space in the Community Employment Center in Chico is an issue for all of the occupants of the building. There is finite space and we have many activities that happen in this building. We make every effort to afford all persons needing it a confidential interview space. We have looked at alternative outlying space but it is not a reasonable option at this time. We will continue to address these needs within the processes and space we currently have available. Training will be provided to staff about how to request and access interview space within the building no later than November 30, 2008.
F6:
NCCS needs better access to interview rooms to provide confidential places to meet with families and children. The respondent agrees with the finding. The NCCS does not have designated interview rooms for Children's Services staff to conduct confidential interviews however there are locations within the Chico Community Employment Center where this can occur. Training will be provided to staff on how to access interview space within the building no later than November 30, 2008. The majority of confidential interviews are conducted off site, either in the families home or in an agreed upon location.
Related Recommendations (1)
R6:
To offset budget reductions, BCCS should identify needs and find ways to W. 157. partner with service organizations, businesses, civic groups, religious A STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE STATE OF THE institutions and individuals in Butte County to help provide needed funding . and volunteer services for programs and projects. e - - - - - - - - - - - - - - - - - - - The recommendation has been implemented. -- 11 BCCS is currently involved in a Community Alliance composed of community organizations committed to providing additional services for programs and clients. This group has met needs for families including activities for children, and household items for families whose children are returning home. The Children's Services Coordinating Council has developed a committee charged with identifying and coordinating funding and services that may be available to BCCS and our community partners for the future. BCCS should develop a solution to the oppressive summer heat problem in the outdoor supervised visitation area in SCCS. The recommendation has not been fully implemented. BCCS has identified a funding source and is in the process of evaluating a safe and economical resolution to this issue (e.g. fans, misters etc.). The expected date of completion of this project is September 15, 2008.
F7:
In SCCS, there is a covered outdoor play area used for supervised visitation that is in need of a way to address oppressive heat in the summer months. The respondent agrees with the finding. The play area is surrounded by tall walls that prohibit air flow causing the area to become quite warm in the summer months. BCCS has identified a funding source and is in the process of evaluating a safe and economical option to remedy this situation (e.g. fans, misters etc.) with an anticipated implementation date of September 15, 2008.
F8:
Social Workers spend over two thirds of their time in data entry and report work using the statewide Children's Welfare Service database (CWS). The amount of mandated information has increased dramatically in the last five years. This has made it difficult for Social Workers to keep up with their caseloads. The respondent agrees with the finding. Use of the Child Welfare Services Management System (CWS/CMS) is mandated by the State and is not a County option. The system enables counties to track prior history of families throughout the State as well as extract data that is used to monitor individual county performance and develop improvement plans for service delivery. Entering information into CWS/CMS has become more time-consuming over the past several years due to the increasing complexity of the program as well as outdated computer program design. At this time the State of California is engaged in a process to redesign the existing system into a web based program with an anticipated date of 2011. This revised system will be much more user- friendly and efficient. Staff training is constantly being provided to both refresh staff on current procedures as well as identify new time saving methods for data entry and case management. U.C. Davis is developing case management training for social work staff to address this issue and Butte County has been the pilot county to receive this training at no cost.
Related Recommendations (1)
R8:
DESS and BCCS should explore ways to reduce the time demands placed on Social Workers from CWS data entry requirements and facilitate understanding of its process. The recommendation will be partially implemented. Use of the Child Welfare Services Management System is mandated by the state and is not a county option. However, the county is exploring ways to streamline and expedite data entry through case management training. The CWS/CMS computer system enables child welfare agencies to track prior history of families throughout the state as well as extract data that is used to monitor individual county performance and develop improvement plans for service delivery. Entering information into the CWS/CMS has become more time-consuming over the past several years due to the increasing complexity of the program as well as outdated computer program design. At this time the State of California is engaged in a process to modify the existing system with an estimated 2011 implementation date. Staff are regularly updated regarding the importance of the information entered into the computer system and its usage for quality assurance in child welfare. Staff and supervisors meet regularly to identify and resolve individual issues with data entry and case management. 7 7 As a part of the current strategic planning process BCCS is looking at any adjustments that can be made to increase efficiency in the use of the CWS/CMS system without additional staff. BCCS is coordinating with UC Davis to develop a time/caseload management training series specifically designed around the CWS workload issues, including the cumbersome data entry requirements.
F9:
Due to the lack of authorized funds for overtime pay unless it is an emergency, some employees are reportedly working overtime without pay in order to meet deadlines. The respondent disagrees with the finding. A review of Social Work Supervisors indicates they are unaware of any staff that is working overtime without being compensated. The department will follow up to ensure this is does not occur in the future.
Related Recommendations (1)
R9:
BCCS should establish a consistent medical marijuana policy which is based on the protection of children. This recommendation has been implemented. BCCS already has a consistent medical marijuana policy that is based on the protection of children. Medical Marijuana is treated in the same manner as any drug/alcohol that is identified as an issue in a report made to us. Risk factors to a child are evaluated by BCCS and include; drug/alcohol use, neglect issues, physical safety and protection issues. Once a child has been made a dependent of the Juvenile Court and placed in a plan of reunification, BCCS monitors the effect of drug usage through the caseplan. This means that regardless of the possession of a medical marijuana prescription, if the use of drugs is prohibited in the court approved case plan, BCCS would expect that the parent not use marijuana and look for alternative methods to deal with the underlying medical concern. Supervisors will provide refresher training to staff on the established policy no later than November 30, 2008 and ensure adherence to the policy through individual case reviews on an ongoing basis.
F10:
Drug use in Butte County is a concern. Children's Services participates in the Methamphetamine Task Force and also partners with Drug Court. They also provide specialized training for foster parents of drug-addicted children. (OFR-Options for Recovery). However, the use of medical marijuana by parents conflicts with the Children's Service policy of a drug- free environment for children. There is abuse of "medical marijuana" prescriptions and it is often found to one of many drugs in use. There is not a consistent policy in place to respond to this difficult dilemma. The respondent disagrees partially with the finding. There is a consistent policy in place regarding any drug use that is based on the protection of children however the department's adherence to the policy is inconsistent and needs to be monitored closely. Supervisors will review the policy with staff in unit meetings no later than November 30, 2008 and will monitor compliance through individual case reviews on an ongoing basis.
Related Recommendations (1)
R10:
BCCS should encourage the development of men's drug treatment options in the community. The recommendation has been implemented A drug treatment service geared for men is an area of need that the community has been working on for some time. DESS has been proactive in identifying the need for services among its child welfare families and encouraging the development of additional resources with our county and community partners who are funded for this activity. As a result there are currently drug treatment services for men available through the Well Ministry and Salvation Army drug treatment services. These include residential and outpatient treatment. There are co-ed drug treatment services on an outpatient basis provided by Butte County Behavioral Health in both Chico and Oroville. Butte County Behavioral Health will be providing Men's Health Groups that will be located in the Butte County Employment Centers and will be available to clients in the CalWORKs and Children's Services programs. These groups will address substance abuse issues as well as other issues affecting families. . .
F11:
Although there are several drug rehabilitation programs in Butte County for women, there are limited options for men. The respondent disagrees with the finding. There are programs in both North and South areas of the County. BCCS will provide training to all staff no later than November 30, 2008 to ensure they are aware of available resources and how to access them for their male parents and the same 2.764
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Findings & Recommendations
3 findings
F1:
The CUSD responded in 1994-1995 to the increasing number of students and pressures to improve existing educational facilities. The CUSD worked until 1997-98 to gain authorization to respond to the needs of the present school system and to respond to the potential that appeared by statistics. Response: CUSD agrees with this finding. The Honorable Judge James Rei' Presiding Judge
Related Recommendations (1)
R1:
The CUSD should examine whether to continue to hold the property on Bruce Road in light of their decision in 2007 to abandon the need to budget construction money at the Canyon View High School site. Response: Agree. CUSD does review every property within the District on a periodic basis. The current review indicates that the District should retain the Canyon View site for development as a future high school. The District is very involved with both the Butte County general plan update and the City of Chico's general plan update. The cumulative growth foreseen in these two general plans will generate additional students which must be housed by the District. A good portion of this growth will occur within the southern parts of CUSD's boundaries. Finding an appropriately sized (50 acre) developable parcel of ground will become immensely more difficult in the future. CUSD believes the best way to prepare for that future is to hold on to the Canyon View site. The District reviews student housing needs on an annual basis. The District updates its Facility Master Plan on an as needed basis. The decision to retain the Canyon View site will be reviewed as part of the Facility Master Plan Updates. Further, it has been the intent of Chico Unified School District to use the Measure A funds in the manner for which they were approved by the voters in 1998. The Board of Education recently took several necessary steps in full view of the public, as noted by the 2007/08 Grand Jury, to determine both the viability of building Canyon View High School at this time and the appropriate use of the remaining Measure A funds once it was determined that the high school was not currently needed. The Grand Jury's findings confirm our belief that the actions taken by the CUSD Board of Education in regard to Measure A were appropriate and reflect the will of the people of our community. We thank the Grand Jury for the time and energy they dedicated to investigating concerns reported to them regarding Measure A funds. Please do not hesitate to contact Kelly Staley, Superintendent, at 891- 3000 ext. 149, if you have any questions. Sincerely, timeleca 1 a Jann Reed, President Kelly Stafey, Superintendent CUSD Board of Education Chico Unified School District
F2:
Funds supplied by Bond Measure A, approved in 1998, are being properly utilized by the staff of the Chico Unified School District Response: CUSD agrees with this finding.
F3:
Property has been secured for the possible construction of a third high school. Construction of this high school is not essential at this time. Response: CUSD agrees with this finding.
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Findings & Recommendations
2 findings
F1:
The Department is well managed by three dedicated, highly trained, and knowledgeable personnel. A cut in the budget would most likely require a cut in staff.
Related Recommendations (1)
R1:
It is strongly recommended that this Department be exempt from any personnel cuts.
F2:
The Department is operating within its budget. The testing laboratory and equipment are well maintained. However, additional funding is required to purchase devices to check digital computerized gasoline fuel dispensers. The devices currently cost approximately $28,000.00 each.
Related Recommendations (1)
R2:
It is strongly recommended that next year’s budget include the funds necessary for the purchase of updated equipment.
Findings & Recommendations
3 findings
F1:
The west facility received an equipment update to make it a state of the art facility. One officer can control digital video recorders, open and close individual doors, and give com- mands and information to the inmates while they are in their cells.
F2:
The Sheriff is continuously looking for ways to reduce costs in the jail, and run the jail more efficiently. A contract has been awarded to the Sheriff’s Department to house sen- tenced federal prisoners. Approximately $3.8 million could be realized from this contract, which goes to the County.
F3:
A video in English and Spanish, for the purpose of explaining rules, programs available, and what inmates can expect while incarcerated at Butte County Jail, is in the planning. A Spanish version of the Jail Handbook is planned as well.
Additional Recommendations
2
Not linked to specific findings.
R1:
The Sheriff and the Butte County Jail staff should continue to look for ways to improve housing of prisoners while making conditions safe for inmates and correctional officers.
R2:
A video informing the newly booked inmates of the programs available to them should be produced, and the Jail Handbook should be published. A Spanish version of both is rec- ommended. 28
Findings & Recommendations
5 findings
F1:
The City of Chico is considering a ban on non EPA certified burning devices, with some exceptions.
F2:
The ability of the District to conform to Ambient Air Quality Standards will be dimin- ished unless new sources of funding are found.
F3:
Butte County does not currently meet the federal air quality standard for particulates, due to wood burning devices used in the winter.
F4:
Butte County does not meet the federal standard for ozone during the summer months. Butte County cannot reduce ozone that is created in another jurisdiction.
F5:
The District appears to be well managed by a professional and dedicated staff.
Additional Recommendations
2
Not linked to specific findings.
R1:
The District should continue to pursue all possible sources of funding to finance incen- tives to upgrade wood burning devices.
R2:
The District should continue to educate the public and encourage the voluntary conver- sion of ineffective wood burning devices to EPA certified models.
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Findings & Recommendations
5 findings
F1:
The west facility received an equipment update to make it a state of the art facility. One officer can control digital video recorders, open and close individual doors, and give com- mands and information to the inmates while they are in their cells.
F2:
The Sheriff is continuously looking for ways to reduce costs in the jail, and run the jail more efficiently. A contract has been awarded to the Sheriff’s Department to house sen- tenced federal prisoners. Approximately $3.8 million could be realized from this contract, which goes to the County.
F3:
A video in English and Spanish, for the purpose of explaining rules, programs available, and what inmates can expect while incarcerated at Butte County Jail, is in the planning. A Spanish version of the Jail Handbook is planned as well.
F4:
Foster Grandparents provide role models for the youth, offering a non-authoritarian ear to talk to.
F5:
The Endowment Care Funds for all three Cemetery Districts are adequate and should be sufficient to maintain the cemeteries to perpetuity. 37
Additional Recommendations
4
Not linked to specific findings.
R1:
The Sheriff and the Butte County Jail staff should continue to look for ways to improve housing of prisoners while making conditions safe for inmates and correctional officers.
R2:
A video informing the newly booked inmates of the programs available to them should be produced, and the Jail Handbook should be published. A Spanish version of both is rec- ommended. 28
R3:
The Boys and Girls Club should remain in operation at JH.
R4:
The Foster Grandparent Program and other after-school and evening activities provided by community groups should continue. 33
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.