Butte County Grand Jury
2009-2010
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Findings & Recommendations
9 findings
F1:
Butte County does not have a Strategic Action Plan nor a systematic way of monitoring the annual progress toward its missions, policies, goals, and objectives for each department within the County government.
Related Recommendations (1)
R1:
The Board of Supervisors should require the development of a county-wide Strategic Action Plan and adopt a systematic method of monitoring the annual progress toward its missions, goals, policies, and objectives. Every department within the County government should have a clear understanding of its mission, policies, goals, and objectives as they relate to the County Strategic Action Plan. Each department should have ways to measure progress toward its missions, policies, goals, and objectives.
F2:
Butte County does not provide a systematic way for citizens to fully understand the missions, policies, goals, objectives and see the progress toward them for each department within the County government.
Related Recommendations (1)
R2:
The Board of Supervisors should make use of the County website to provide information on each department’s missions, policies, goals, and objectives. That information should be easily accessible to the public and kept current. 6
F3:
The office of the Clerk of the Board of Supervisors was unable to provide copies of minutes for some meetings of the Board of Supervisors when they were requested by the Grand Jury.
Related Recommendations (1)
R3:
The Clerk of the Board of Supervisors should maintain complete and current minutes.
F4:
The Board of Supervisors' agendas and minutes are archived and available online but they are neither complete nor current.
Related Recommendations (1)
R4:
The Butte County Board of Supervisors' should provide complete, archived, and current agendas and minutes on its website.
F5:
The Butte County Board of Supervisors does not provide archived audio or video of its meetings on its website.
Related Recommendations (1)
R5:
The Butte County Board of Supervisors should provide archived audio and video of its meetings on its website.
F6:
Butte County administration and many Butte County departments are making use of the Web to provide a wide variety of information and data to the public.
Related Recommendations (1)
R6:
The Board of Supervisors should adopt a consistent design to be used by all of its departmental websites to provide information for citizens. It should adopt website usability guidelines so that County departmental websites will provide clear information in an efficient and effective manner to both the County staff, its administrators, managers, and to the public.
F7:
The Butte County website is not being fully utilized to communicate and share vital information about County operations with citizens.
Related Recommendations (1)
R7:
The Board of Supervisors should make use of its website to provide a Local Appointments List with the following information on district boards, commissions, and committees: A list of all appointive terms which will expire during the next calendar year, with the name of the incumbent appointee, the date of appointment, the date the term expires, and the necessary qualifications for the position; a list of all boards, commissions, and committees whose members serve at the pleasure of the legislative body, and the necessary qualifications for each position.
F8:
The Butte County website lacks a cohesive “look and feel” and makes it difficult for citizens to navigate and find information.
F9:
The Butte County website does not provide a Local Appointments List with information on district boards, commissions, and committees.
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Findings & Recommendations
11 findings
F1:
In Butte County, 90% of calls for service are generated by 10% of the population, who are habitual offenders.
Related Recommendations (1)
R1:
Owners of animals who are habitual offenders should be subject to increased fees for repeat violation.
F2:
Animal control has a much easier time identifying the owners of animals with implanted micro chips.
Related Recommendations (1)
R2:
Owners not wishing to have a microchip placed in their animal should be subject to additional fees.
F3:
Gridley Animal Haven does not have adequate separate accommodations for new intakes and quarantined animals. Currently they are in the same area with adoptable animals.
Related Recommendations (1)
R3:
The City of Gridley should take immediate action to completely separate new intakes and quarantined animals.
F4:
Gridley Animal Haven does not have an alternate, reliable contact phone number posted when the officer is not available.
Related Recommendations (1)
R4:
The City of Gridley should post reliable contact numbers when an officer is not on site.
F5:
Gridley Animal Haven is still in need of improvement to the facilities. Currently the animals remain in a cage where they eat, sleep, and defecate. They are only exposed to exercise when taken for a walk if someone is available or to a portable caged area in the asphalt parking lot. The caged area is small, the size of one parking space, and has no grass.
Related Recommendations (1)
R5:
If the City of Gridley wishes to continue operating an animal shelter, it should research an available location for Gridley Animal Haven more conducive to animal care and availability of animals to the public for adoption.
F6:
The Butte County Animal Control is a division of the Department of Public Health.
Related Recommendations (1)
R6:
The Butte County Board of Supervisors should consider placing Butte County Animal Control under the jurisdiction of the Sheriff’s Department or Butte County Animal Control should be dispatched through the Sheriff's Department for increased officer safety.
F7:
The Town of Paradise needs a separate intake and quarantine area for the animals.
Related Recommendations (1)
R7:
The Town of Paradise should provide the Paradise Animal Shelter with an area for new intake animals as well as a separate, secure quarantine area.
F8:
The facility currently being utilized by the Butte Humane Society, which is owned by the City of Chico, is old, inadequate, outdated, and in poor repair.
Related Recommendations (1)
R8:
The City of Chico should acquire property and build a new animal shelter facility. The City is encouraged to consider using the Northwest SPCA as a model. We strongly feel this should be a priority project.
F9:
The City of Chico does not have a low-cost spay and neuter clinic.
Related Recommendations (1)
R9:
The City of Chico should establish a much needed low-cost spay and neuter clinic. This clinic will lower the expenses being incurred by the city for so many unwanted animals.
F10:
Most facilities have expressed a desire to be able to accept credit cards for payment of all imposed fees and fines.
Related Recommendations (1)
R10:
The Grand Jury recommends that all agencies not currently accepting payment of fees and fines by credit card should do so.
F11:
Butte County does not allow the Northwest SPCA to collect imposed fees and fines. Animal owners must make payment of county fees and fines directly to the Butte County Animal Control, thereby precluding owners from retrieving their pets whenever county offices are closed.
Related Recommendations (1)
R11:
Butte County should develop a mechanism to enable Northwest SPCA to collect county fees and fines.
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Findings & Recommendations
2 findings
F1:
The formation of the B-Line, Butte Regional Transit has resulted in a more efficient public transportation system for much of the county.
Related Recommendations (1)
R1:
BCAG should work with the contract service provider, Veolia Transportation, to locate and lease a larger operations facility for the B-Line.
F2:
The maintenance and operations facility is undersized.
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Findings & Recommendations
7 findings
F1:
Mop buckets containing dirty water were observed in several areas of the jail.
Related Recommendations (1)
R1:
Empty the dirty water from the mop buckets several times a day.
F2:
The women’s facility is overcrowded and outdated. It is in extreme need of a major re-model or a new structure.
Related Recommendations (1)
R2:
Make obtaining funding for re-modeling or building of an adequate women’s facility a high priority.
F3:
The current visitation room is too small and is not child friendly. Children are not allowed to take anything into the room when visiting.
Related Recommendations (1)
R3:
Find a larger room for the parent/child visitation with a chalk board for drawing and a table with a game board already displayed on it similar to the ones used in Juvenile Hall with fabric game pieces. Pre-screened children’s books should be offered.
F4:
Funding and/or volunteers are no longer available to provide educational services.
Related Recommendations (1)
R4:
Research a funding source for reinstating the GED program as well as vocational training and parenting classes. Participation in Alcoholics Anonymous and Narcotics Anonymous should be required for all inmates incarcerated for alcohol or drug related crimes.
F5:
Intake medical staff does not always follow Universal Precautions guidelines such as using gloves and face shields to protect themselves at all times from fluid and blood borne pathogens.
Related Recommendations (1)
R5:
Intake medical staff should follow Universal Precautions guidelines such as wearing gloves and face shields to protect themselves at all times from fluid and blood borne pathogens.
F6:
The Sheriff’s Department is continually working with federal agencies to obtain additional funds to operate the jail.
Related Recommendations (1)
R6:
Continue working with the federal government to obtain funds to operate the jail.
F7:
The Grand Jury found inmate requests and grievances were handled according to well-established procedures.
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Findings & Recommendations
4 findings
F1:
Due to budget constraints, only three of the six pods are currently being used to house juveniles. When JH is reaching its population capacity and new arrivals are expected, juveniles are released early or temporarily released to their families.
Related Recommendations (1)
R1:
Aggressively explore ways to finance and operate the unused pods.
F2:
Table Mountain School operates for the benefit of juveniles who are mainstreamed back into the public school system or are able to achieve their GED or graduate.
Related Recommendations (1)
R2:
Table Mountain School is essential and must continue to operate in JH.
F3:
The Boys and Girls Club gives juveniles a place to go to socialize in a productive way, develop life skills, listen to music, and play games. A juvenile must reside in JH for a minimum of 20 days before he/she can participate. Juveniles are encouraged to attend a Boys and Girls Club within their community after their release from JH.
Related Recommendations (1)
R3:
The Boys and Girls Club offers a new direction for the juveniles to pursue and should continue to operate in JH. The Grand Jury recommends lowering the amount of days the juvenile is withheld from participating in this program from 20 days to eight days.
F4:
Juveniles are repeatedly released back into the same environment and problems that they faced before their stay in JH. The Grand Jury is concerned about the home environment that a number of juveniles face after their release from JH.
Related Recommendations (1)
R4:
The Grand Jury understands that JH administration is confined by state regulations, the court system, and continuing budget cuts, but recommends the JH administration and probation department focus on ways to address the individual needs of juveniles within Butte County.
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Findings & Recommendations
10 findings
F1:
Despite budget cuts the Butte ISD is maintaining basic IS services in its support of Butte County government.
F2:
Butte ISD benefits from a high level of performance by its well trained, knowledgeable, and experienced staff and from a low turnover and high retention rate of these staff members.
F3:
Well trained, knowledgeable, and experienced Butte ISD staff members are difficult to replace when lost due to budget cuts. Training of replacement personnel is lengthy and results in lower efficiency during their training period.
Related Recommendations (1)
R1:
The BCGJ recommends that the Butte County Board of Supervisors allocate funds to rehire (or replace) the Butte ISD staff members who have been let go due to budget cuts and to restore funding for computer software and hardware support agreements. The Butte County Board of Supervisors should continue to support the Butte ISD mission and goals via stable funding.
F4:
The GIS section of the Butte ISD provides vital and essential services to all county departments and to the public. It is especially effective and essential during emergencies such as the wildfires of 2008.
F5:
Support agreements for the Butte ISD computer software and hardware maintenance have been discontinued due to budget cuts.
Related Recommendations (1)
R1:
The BCGJ recommends that the Butte County Board of Supervisors allocate funds to rehire (or replace) the Butte ISD staff members who have been let go due to budget cuts and to restore funding for computer software and hardware support agreements. The Butte County Board of Supervisors should continue to support the Butte ISD mission and goals via stable funding.
F6:
Despite the availability of the Butte ISD support, information technology staff and support services throughout Butte County departments are somewhat decentralized and duplication of effort is wasteful.
Related Recommendations (1)
R2:
Information Technology services throughout Butte County government should be more centralized around the Butte ISD in order to eliminate duplication of expenditures and improve security.
F7:
Regular communications between the Butte ISD and information technology staff members in various county departments are not formalized and need improvement in order to provide security and promote cohesion between departments.
Related Recommendations (1)
R3:
Regular communications between the Butte ISD and information technology staff members in various county departments should become more formalized and more frequent.
F8:
The Butte ISD‘s Information Technology Strategic Plan was prepared in 2005 and is outdated.
Related Recommendations (1)
R4:
The Butte ISD’s Information Technology Strategic Plan should be updated to reflect new technology developments and new support service needs.
F9:
The Butte ISD’s website homepage is minimal in terms of information content. The Butte ISD’s GIS and Communications sections are not linked directly from the Butte ISD’s homepage.
Related Recommendations (2)
R5:
The Butte ISD’s website should be updated to include more types of information about its operations and services and provide more information on its homepage and its GIS section.
R6:
The Butte ISD’s GIS and Communications sections should not be listed as separate departments on the Butte County website’s Department Contacts page. They should be integrated into and connected directly from the Butte ISD’s homepage.
F10:
Butte ISD is a technology leader in the development and modeling of the statewide Next Generation 9-1-1 Network.
Related Recommendations (1)
R7:
The Butte County Board of Supervisors should actively support the Butte ISD’s continuing collaboration in the development and modeling of the statewide Next Generation 9-1-1 Network.
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Findings & Recommendations
12 findings
F1:
OMAD operations are functioning effectively; there have been no instances of human cases of West Nile Virus in the OMAD.
F2:
The service provided by OMAD, a smaller district, is more personal to the residents of the district, and it is cost effective.
Related Recommendations (1)
R1:
OMAD should continue to function as an independent mosquito abatement district and should not be consolidated with another mosquito abatement district.
F3:
Appointments to the OMAD Board by the Butte County Board of Supervisors and the Oroville City Council have not been timely or in accordance with California law.
Related Recommendations (1)
R3:
The Butte County Board of Supervisors and Oroville City Council should take steps to assure that appointments to fill vacancies to OMAD and other special district boards, commissions, and committees for which they have the responsibility to appoint members are timely and are in accordance with California law.
F4:
As a result of lengthy vacancies, the OMAD Board has often not had a quorum and has been unable to conduct business. From October 2007 through March 2010, there has only been a full five-member OMAD Board for seven months.
F5:
A qualified person who had demonstrated interest and commitment to the OMAD Board by attending numerous meetings and who was recommended as an appointee by the OMAD Board was not even considered for that appointment by the District One Supervisor.
F6:
The District One Supervisor’s failure to fulfill his obligation to oversee appointments to the OMAD Board appears to be due to making his personal interests more important than his regard for California law which states: The trustees shall represent the interests of the public as a whole and not solely the interests of the board of supervisors or the city council that appointed them. This has often left the OMAD Board unable to function properly, due to long, unfilled vacancies.
Related Recommendations (1)
R5:
When making appointments to districts, boards, and commissions, Butte County Board of Supervisors and Oroville City Council should base their appointments on the needs of the district or commission and not on an individual supervisor's or council member’s agenda.
F7:
Appointments to the OMAD Board by the Board of Supervisors, as recommended by the District One Supervisor, have included at least one person who was unqualified due to their residency being outside the District.
Related Recommendations (1)
R6:
The Board of Supervisors should assign responsibility to the Clerk of the Board of Supervisors or another county government official to determine if an applicant or appointed person to fill a board vacancy meets the residency and other mandated requirements. The Oroville City Council should also designate such a person in the city administration.
F8:
The appointment letters to new OMAD Board appointees by the Board of Supervisors do not include the relevant information regarding the OMAD Board responsibilities, meeting time, and place.
F9:
The OMAD Board and the appointee were not notified by mail of an October 2009 appointment recommended by the District One Supervisor and approved by the Board of Supervisors.
F10:
The Local Appointments List, as related to OMAD, and over the period of time that we reviewed, has not been accurately maintained as required by California law by both the County of Butte and the City of Oroville.
Related Recommendations (2)
R2:
The Butte County Board of Supervisors should make use of their website to actively publicize vacancies and information (qualifications, purpose, functions, and current board members) for the special district boards, commissions, and committees to which they have the responsibility to appoint members.
R4:
The Butte County Board of Supervisors and Oroville City Council should take steps to assure that the Local Appointments List is accurate with respect to OMAD and other special district boards, commissions, and committees for which they have the responsibility to appoint members.
F11:
The OMAD Board has not been monitoring Board Members’ term expiration dates. As a result, they have not been notifying the proper appointing authorities in a timely manner of current or anticipated vacancies or their interest of being reappointed.
Related Recommendations (2)
R7:
The OMAD Board should monitor upcoming vacancies and communicate with the appointing authorities so that vacancies are filled in a timely manner.
R8:
The OMAD Board should immediately communicate with the appointing authorities whenever an unexpected vacancy occurs.
F12:
At times, for security reasons, the doors to the OMAD Board meeting room in the Oroville City Hall have been locked and access for citizens may have been hindered.
Related Recommendations (1)
R9:
The City of Oroville and the OMAD Board should work together to assure that the doors to the OMAD Board meeting room in the Oroville City Hall are unlocked during OMAD Board meetings.
Additional Recommendations
5
Not linked to specific findings.
R1:
Did the agency’s response address the subject of the findings?
R2:
Did the agency attempt to avoid the issue(s) raised by criticizing the Grand Jury or by offering excuses?
R3:
Did the agency’s response indicate that it would take the necessary action to correct the problem?
R4:
Did the agency provide a specific date by which it would take the necessary corrective action?
R5:
Does the Response Committee find reason to request clarification of response(s) or reason to refer to the appropriate committee for follow-up or investigation. The responses to the findings and recommendations of the 2008-2009 Grand Jury Final Report are available for public review online at the Butte County Website. (http://www.buttecounty.net) Grand Jury link. The 2009-2010 Grand Jury wishes to thank those who responded to last year’s Final Report and recognizes their contribution to the community and to the Grand Jury process. The time and effort taken to review the 2008-2009 Grand Jury Final Report and to prepare and submit responses to the presiding judge are greatly appreciated. ! ! xx Clarification of Responses to 2008/2009 Grand Jury’s Final Report One of the Grand Jury’s responsibilities is to ensure that each organization or individual listed at the end of each Grand Jury Report submits an adequate response. In the process of performing this task, the 2009-2010 Grand Jury found the following responses needed clarification: Butte County Auditor-Controller Two responses were inadequate. Copies of the Grand Jury’s request for and the subsequent clarifying responses immediately follow. Butte County Public Works Department One response was inadequate. The Grand Jury was concerned about the Public Works Department’s clarified response. Although the Public Work’s response to the 2008-2009 Grand Jury Report suggested that the Doe Mill Road was a viable option, if developed to standards, the clarified response instead suggested that the County was not seriously pursuing this option. Copies of the Grand Jury’s request for and the subsequent response immediately follow. Oroville Cemetery District This response brought some inconsistencies in the 2008-2009 Grand Jury Report to the attention of the 2009-2010 Grand Jury, and a report regarding this matter is included herein. (See .) xxi xxii (cid:1) xxiii (cid:1) (cid:1) xxiv (cid:1)(cid:1) xxv (cid:1) xxvi (cid:1) xxvii (cid:1) xxviii
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Findings & Recommendations
17 findings
F1:
While attending Oroville City Council meetings, the Grand Jury observed confusion and lengthy discussions between the City Council and City staff due to inadequate background information in the Staff Reports.
Related Recommendations (1)
R1:
Staff reports provided to the City Council in support of agenda items should be more detailed and provide better background information to avoid confusion and unnecessary discussions.
F2:
The normal procedure for members of the public to review and/or obtain Staff Reports is to go to City Hall to access such reports.
Related Recommendations (1)
R2:
Agenda Packets, in addition to being available at City Hall, should be provided to the public via the City's website.
F3:
Contracts submitted to the City Council have been inaccurate and, in at least one instance, the required insurance document was not submitted timely to the City.
Related Recommendations (1)
R3:
The City should institute a procedure for reviewing Personal Services Contracts for accuracy, insuring required documents are provided in a timely manner, and confirming the formation of a business entity entering into the contract with the City.
F4:
The City entered into a Personal Services Contract with an unformed business entity.
Related Recommendations (2)
R3:
The City should institute a procedure for reviewing Personal Services Contracts for accuracy, insuring required documents are provided in a timely manner, and confirming the formation of a business entity entering into the contract with the City.
R4:
The City Attorney should be consulted on the legality of making payments to an unformed business entity – B&M Development LLC.
F5:
The City's Personnel Polices and Procedures are unclear as to what constitutes progressive discipline.
Related Recommendations (1)
R5:
The Personnel Rules and Procedures should be revised to clearly define the progressive discipline process, including Letters of Reprimand and the arbitration procedure.
F6:
It was noted that the Letters of Reprimand reviewed by the Grand Jury were not signed, dated, nor was there an acknowledgment of receipt by employees.
Related Recommendations (1)
R6:
Letters of Reprimand should be signed and dated by both a City representative and the employee.
F7:
The City failed to officially advise in writing a hostile workplace complainant of the outcome of the investigation.
Related Recommendations (1)
R7:
The City needs to adhere to its Unlawful Workplace Harassment Policy and Complaint Procedure regarding notification of outcome of investigations.
F8:
The Grand Jury observed ongoing conflict among the City Council, Department Heads, and employees.
Related Recommendations (1)
R9:
The City should establish an independent body to review personnel decisions, such as a Personnel Commission composed of citizens of Butte County, adopt an appeal process for personnel decisions, and/or retain a qualified Personnel Officer.
F9:
The City's nepotism rule has been modified so that the employment of immediate family members of the City Administrator or City Council Members already in the employment of the City is permitted.
F10:
There is a perception of nepotism by having an immediate family member of the City Administrator employed by the City.
Related Recommendations (1)
R8:
The paragraph allowing employment of immediate family members of the City Administrator or City Council Member should be rescinded from the City Personnel Rules and Regulations, Rule 4.8e.
F11:
Until the recent removal of Personnel Officer's duties from the City Administrator, there was ongoing conflict between members of the City Council and the City Administrator in performance of those duties, particularly regarding disciplinary matters.
Related Recommendations (1)
R9:
The City should establish an independent body to review personnel decisions, such as a Personnel Commission composed of citizens of Butte County, adopt an appeal process for personnel decisions, and/or retain a qualified Personnel Officer.
F12:
Employees circumvent the “chain of command” regarding disciplinary matters because of their belief of being treated unfairly.
Related Recommendations (1)
R9:
The City should establish an independent body to review personnel decisions, such as a Personnel Commission composed of citizens of Butte County, adopt an appeal process for personnel decisions, and/or retain a qualified Personnel Officer.
F13:
Administrative leave (Relief of Duty) provisions of the City's Personnel Rules and Regulations have has been used inappropriately.
Related Recommendations (1)
R10:
Oroville Personnel Rules and Regulations, Rule 6.3d should be amended to limit the length of administrative leave (Relief of Duty).
F14:
As currently written, there is no provision to appeal the imposition of the administrative leave (Relief of Duty) provisions.
Related Recommendations (1)
R11:
A procedure to appeal the imposition of administrative leave (Relief of Duty) should be adopted.
F15:
The City is not adhering to its established procedure for employee evaluations.
Related Recommendations (1)
R12:
Department Heads should adhere to the City's evaluation procedure and a provision regarding compliance with that procedure should be included in Department Heads’ evaluations.
F16:
There is no procedure for initiating an investigation of a department head for alleged misconduct.
Related Recommendations (1)
R13:
A procedure to conduct investigations of department heads for alleged misconduct should be established by the City Council.
F17:
The City does not issue identification cards.
Related Recommendations (1)
R14:
Identification cards should be issued for all employees, department heads, and City Council Members.
Findings & Recommendations
1 findings
F1:
- F10: BCAG agrees with the findings and has one clarification in regards to any assumptions of BCAG's authority over Forest Highway 171. The project for improvements to the 9.6 mile roadway between Inskip and Butte Meadows is managed by BCAG. Distinctions as to the use and purpose of the roadway remain the jurisdiction of Butte County.
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Findings & Recommendations
26 findings
F1:
The response to the report of the 2008/2009 Grand Jury from the Butte County Board of Supervisors, the Butte County CAO, and the first DBH Interim Director each stated that the Department of Behavioral Health Medical Director position was anticipated to be filled by November 2009. Recruitment was initiated in November 2009 but was suspended within three months without filling the position.
Related Recommendations (1)
R1:
Recruit for and fill the Medical Director position without further delay.
F2:
The Medical Director position description as it is written does not carry the authority or responsibility to make clinical decisions.
Related Recommendations (1)
R2:
Write the Medical Director position description to carry the authority and responsibility to make the final clinical decisions.
F3:
Butte County did not recruit to fill the position of the Permanent DBH Director during the two years while there was an interim director for the DBH.
Related Recommendations (2)
R3:
Develop a policy to initiate the recruitment for a permanent director immediately upon notice that a vacancy will occur in the position.
R5:
The recruitment for a permanent director should not be suspended while there is an Interim Director.
F4:
The first Interim Director served under an open-ended contract.
Related Recommendations (1)
R4:
Develop a policy to hire interim directors only with end-dated contracts.
F5:
The DBH had to adjust to the first and the second Interim Directors, and will have to adjust again when a permanent Director is hired, continuing the instability of the department.
F6:
Documents requested from administrators were often provided to the Grand Jury after long delays and the material often was not what the Grand Jury requested.
Related Recommendations (1)
R6:
Provide training in fiscal transparency for the DBH administrators.
F7:
Medical staff is often unable to obtain fiscal and statistical data.
Related Recommendations (2)
R6:
Provide training in fiscal transparency for the DBH administrators.
R7:
Develop and adhere to a written policy for transparency with regard to fiscal and statistical data.
F8:
The administrators sometimes failed to provide the correct financial reports as requested by the Grand Jury, even though the correct reports have the titles the Grand Jury used in making the request.
Related Recommendations (2)
R6:
Provide training in fiscal transparency for the DBH administrators.
R8:
The administrators should produce, refer to, and discuss reports using only standardized accounting terminology.
F9:
The DBH amends contracts after service has been provided and writes them to cover the invoices submitted by and paid to the contractor.
Related Recommendations (1)
R9:
Develop a policy that does not allow contractors to provide or bill for services unless there is a current and complete contract in effect.
F10:
Several psychiatrists on staff and under contract are ready to retire and there is a critical shortage of psychiatrists.
Related Recommendations (1)
R10:
Develop and implement an aggressive and creative plan to hire psychiatrists.
F11:
Mentally ill patients in crisis often wait excessively long periods at hospital emergency rooms before the DBH will accept them at the Crisis Stabilization Unit.
Related Recommendations (1)
R11:
Establish relationships with the local hospitals that will ensure an efficient transition for mentally ill patients who are in crisis from emergency rooms to the Crisis Stabilization Unit.
F12:
Patient transfers out-of-county are excessive, very costly, and increasing in number.
Related Recommendations (2)
R12:
Make it a priority to keep youths and adults in Butte County when they need to be hospitalized for mental illness.
R13:
The department should set a priority on the establishment of more treatment facilities within the County and utilize current facilities to full capacity.
F13:
Often children and youth Medi-Cal patients are sent out-of-county, which reduces the quality of their care and is more expensive for the County.
Related Recommendations (2)
R12:
Make it a priority to keep youths and adults in Butte County when they need to be hospitalized for mental illness.
R13:
The department should set a priority on the establishment of more treatment facilities within the County and utilize current facilities to full capacity.
F14:
Hope Cottage is a resource, that if fully and properly utilized, has the potential of serving the needs of youth better than sending them out of County for psychiatric hospitalization. It would save money for the County each year.
F15:
Hope Cottage is fully operational but funded for only three of its six beds.
Related Recommendations (1)
R14:
Fully fund the six beds at the Hope Cottage youth facility.
F16:
Transportation for out-of-county hospitalizations is an expensive yearly cost to the County that could be used to fund in-county alternatives; yet the costs are not separately tracked in the budget, thus making it difficult to know exactly how much money might be available.
Related Recommendations (1)
R15:
Develop a separate expense account number for out-of-county transportation of patients.
F17:
The contract for the review of the DBH fiscal operations was excessively costly and ultimately did not result in an “accepted” final report.
F18:
The security, storage, and backup of the data that is produced and used by the DBH is insufficient. Plans exist to build an improved system, but the DBH plans do not take advantage of the existing comprehensive Butte ISD system.
Related Recommendations (1)
R16:
Utilize the existing Butte ISD system for security, storage, and backup of the data that is produced and used by the DBH.
F19:
The Avatar electronic health record system is being blamed by DBH administrators for not being able to provide Client and Services Information (CSI) reporting data to the California Department of Mental Health as required.
Related Recommendations (1)
R17:
Comply with the California Department of Mental Health CSI reporting requirements in a timely manner.
F20:
The DBH converted to the Avatar electronic health record system and stopped using its prior system prematurely, creating a lack of ready access to vital information for CSI reporting.
Related Recommendations (1)
R17:
Comply with the California Department of Mental Health CSI reporting requirements in a timely manner.
F21:
The DBH IS staff does not work closely or coordinate with the Butte ISD, and does not take advantage of experienced staff, expertise, and leadership of the Butte ISD.
Related Recommendations (1)
R18:
The DBH should coordinate information systems and technology with the Butte ISD to take advantage of experienced staff and share IS/IT expertise.
F22:
The DBH has been successful in obtaining publicly funded state and federal grants.
F23:
Unnecessary and expensive out-of-town trips have been made and paid for by tax - supported, publicly funded state and federal grants.
Related Recommendations (1)
R19:
The future expenditures on out-of-county group trips by the publicly-funded state and federal grant programs should be eliminated.
F24:
The DBH Advisory Board often takes direction from the DBH administrators instead of taking the initiative to pursue their full advisory function as provided for in the California Welfare and Institutions Code § 5604.2.
Related Recommendations (1)
R20:
The DBH Advisory Board should pursue their full advisory function as provided for in the California Welfare and Institutions Code § 5604.2.
F25:
This is the second consecutive Grand Jury to have concerns about the operations of the DBH.
F26:
Among the administrators there seems to be a lack of value for the medical component of mental health treatment.
Related Recommendations (1)
R21:
The DBH administration should structure and operate its programs so as to reflect a high value for the medical component of mental health.
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Findings & Recommendations
8 findings
F1:
The single-family residence is built in a subdivision not zoned for single-family use.
Related Recommendations (1)
R1:
Procedures should be observed which prohibit unauthorized approvals of the permit process. The required departments should sign off to indicate approval before a permit is issued.
F2:
The zoning was not amended prior to issuing a building permit.
Related Recommendations (1)
R2:
Staff should inform applicants of permitted uses and zoning requirements at the time of application for a building permit.
F3:
The City Administrator issued a building permit but was not authorized to do so.
Related Recommendations (1)
R3:
The City Administrator, Planning Department, Planning Commission, and the City Council should immediately take the necessary steps to amend the 2030 General Plan to correct this problem. CITY HALL, ATTIC, AND BASEMENT CODE VIOLATIONS FINDINGS
F4:
The City’s actions have created obstacles to the status of the single-family residence in the subdivision. Mission Olive Ranch Subdivision Recommendations
Related Recommendations (1)
R4:
Sprinkler systems should be installed throughout City Hall and the basement according to code.
F5:
Some sprinkler systems in the City Hall are ineffective and the City Hall basement has no sprinkler system.
Related Recommendations (1)
R5:
The City should remove the combustible materials located close to the gas water heater, along with the boxes and wires in the basement that are a fire hazard.
F6:
Combustible materials are located close to the gas water heater and boxes and wires in the basement are a fire hazard.
Related Recommendations (1)
R6:
A door that is a fire rated assembly should be installed at the entrance to the basement and should be kept closed.
F7:
The door to the basement is often held open by a doorstop and the door is not a fire rated assembly, thus causing a safety hazard if there is a fire in the basement.
Related Recommendations (1)
R7:
The side rails on the attic access ladder on the outside of the building should be extended at least 42 inches. Table Mountain Golf Course Clubhouse Remodel Findings
F8:
The side rails on the ladder going up to the attic from the outside are too short making it hazardous to those entering the attic. City Hall, Attic, and Basement Code Violations Recommendations
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Findings & Recommendations
3 findings
F1:
The Chico, Gridley, Oroville, and Paradise Redevelopment Agencies each have the required Five-Year Implementation Plan, which complies with the state requirements.
Related Recommendations (1)
R1:
The Gridley Redevelopment Agency should develop a website available to the public containing its Five-Year Implementation Plan, programs, and financial information as soon as possible.
F2:
The Chico, Oroville, and Paradise Redevelopment Agencies have information regarding their agencies readily available to the public through their web sites.
F3:
The Gridley Redevelopment Agency does not have information available to the public online.
Findings & Recommendations
2 findings
F1:
The OCD services are provided in accordance with OCD’s policies and procedures and California’s statutory requirements.
F2:
2009/2010 Grand Jury’s review of the OCD has resolved the inconsistencies between the findings of the 2008/2009 Grand Jury Final Report and the OCD response.
* 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.