Butte County Grand Jury
2012-2013
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 (9)
Additional Recommendations
4
Not linked to specific findings.
R1:
All employees, volunteers and board members to be fingerprinted. It is our understanding that anyone having direct supervision over children should be fingerprinted. Board members do not have direct supervision over children. In addition, fingerprinting employees and volunteers who are under the age of eighteen does not result in any type of information furnished to the district. The board will take a look at this again in the near future.
R2:
The law requires board members to take ethics training. When board members are due to renew their ethics training, district staff inform the board members of this and provide information on where and how to get it.
R3:
The district has been working on updating the master plan in-house. A rough draft has been put together and is still being worked on. Financing restraints have prevented the district from hiring an outside consultant to complete the work.
R4:
The district has and will continue to look for alternative funding sources for the betterment of our community. Sincerely, juhrua Berger Barbara Berger Sam 🖰 oepp
Additional Recommendations
4
Not linked to specific findings.
R1:
The respondent agrees with the finding.
R2:
The respondent disagrees wholly or partially with the finding, in which case the response shall specify the portion of the finding that is disputed and shall include an explanation of the reasons therefor. b) For purposes of subdivision (b) of Section 933, as to each grand jury recommendation, the responding person or entity shall report one of the following actions:
R3:
The recommendation requires further analysis, with an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or head of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This timeframe shall not exceed six months from the date of publication of the grand jury report.
R4:
The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefor. c) However, if a finding or recommendation of the grand jury addresses budgetary or personnel matters of a county agency or department headed by an elected officer, both the agency or department head and the board of supervisors shall respond if requested by the grand jury, but the response of the board of supervisors shall address only those budgetary or personnel matters over which it has some decision making authority. The response of the elected agency or department head shall address all aspects of the findings or recommendations affecting his or her agency or department. d) A grand jury may request a subject person or entity to come before the grand jury for the purpose of reading and discussing the findings of the grand jury report that relates to that person or entity in order to verify the accuracy of the findings prior to their release. e) During an investigation, the grand jury shall meet with the subject of that investigation regarding the investigation, unless the court, either on its own determination or upon request of the foreperson of the grand jury, determines that such a meeting would be detrimental. f) A grand jury shall provide to the affected agency a copy of the portion of the grand jury report relating to that person or entity two working days prior to its public release and after the approval of the presiding judge. No officer, agency, department, or governing body of a public agency shall xii disclose any contents of the report prior to the public release of the final report. Added by Stats.1996, c.1170 (SB1457), § 1. Amended by Stats.1997, c.443 (AB829), § 5. xiii
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Findings & Recommendations
10 findings
F1:
AB109 realignment legislation has aggravated an already serious overcrowding problem. This has emphasized the need for additional jail space.
F2:
The Butte County Sheriff’s Office has approached realignment in an innovative manner.
F3:
Inadequate local information and community conversation have resulted in a misunderstanding of AB109 by the public.
F4:
The Day Reporting Center program has been implemented in a manner that has been cost effective for county taxpayers.
F5:
There are inmates in the County Jail that could qualify for Alternative Custody Supervision if they had an acceptable place to live.
F6:
Medical needs of inmates in alternative custody programs are not taken care of by jail medical services or other government programs.
F7:
The CSUC research group is a valuable resource for the Butte County Sheriff’s Office and this is a productive partnership.
F8:
There are some concerns among the correctional deputies due to the stress of managing security issues in an overcrowded jail.
F9:
Having only seven female deputies is insufficient for a 24/7 operation.
F10:
Knowledge of the proposed security system upgrade was varied among the staff counselors.
Additional Recommendations
10
Not linked to specific findings.
R1:
Butte County needs to obtain funding to expand the critically overcrowded Butte County Jail, as recommended by the March 2013 Jail Needs Assessment.
R2:
The Sheriff’s Office should designate a public information officer to keep the citizens of Butte County better informed.
R3:
Butte County should explore ways to provide temporary housing options for indigent inmates who would otherwise qualify for alternative sentrencing programs.
R4:
Butte County needs to explore ways to provide basic medical care to those alternative custody inmates who do not qualify for state or federal health care assistance.
R5:
Proposed changes in alternative custody programs by the CSUC study group should be prioritized by the Butte County Sheriff’s Office. 32
R6:
Due to increased incarceration time, expand medical and dental care to cover the longer-term needs of inmates.
R7:
Look for evidence-based methods of dealing with mental health disorders and formulate a plan for implementation at the County Jail.
R8:
Conduct an anonymous survey of the correctional deputies for any possible concerns. Formulate a plan to address any issues and provide feedback to the deputies.
R9:
Recruit additional female correctional deputies.
R10:
Better communicate details and updates about the security system upgrade to the staff.
Findings & Recommendations
4 findings
F1:
Butte County government showed support for the grand jury system with its on-time and on-point responses, even as county officials disagreed as often as not with the findings and recommendations of the 2011-12 report.
F2:
The Feather River Recreation and Park District explained all of its positions in considerable detail and in conformance with state law. In contrast, three recreation and park districts - Durham, Paradise and Richvale - failed to meet their legal requirements even after a reminder letter from the 2012 - 13 Grand Jury.
F3:
The two cities that were the subjects of reports, Gridley and Oroville, both agreed overwhelmingly with the 2011-12 Grand Jury’s findings and
F4:
Larger local government agencies, which commonly have more personnel and more experience dealing with grand jury reports, generally did better than smaller agencies in providing legally adequate responses to reports. xvi
Findings & Recommendations
7 findings
F1:
The social workers and their supervisors in the Adult Protective Services and In- Home Supportive Services programs are dedicated to providing the best possible services to their clients. They are to be commended for their work.
F2:
Adult Protective Services staff is concerned that they receive only about half the national average of referrals a month. They speculate that this may be due to lack of public knowledge regarding their services.
F3:
Not having a public health nurse inhibits the ability of the APS staff to evaluate medical neglect cases and to develop work plans for In-Home Supportive Services.
F4:
Fraud is a problem in some In-Home Supportive Services cases.
F5:
The caseloads of IHSS social workers are significantly large.
F6:
Staff in Adult Services feels communication with their supervisors is good, that they can voice concerns and that those concerns are heard.
F7:
There are safety concerns for Adult Services workers when doing field visits.
Additional Recommendations
5
Not linked to specific findings.
R1:
Develop and implement an outreach program to raise awareness of Adult Protective Services in order to educate the public about programs.
R2:
Hire additional public health nurses to evaluate and assist with APS and IHSS clients.
R3:
Continue to investigate and assist in prosecuting IHSS fraud cases and seek ways to reduce recurrences of fraud.
R4:
Hire additional social workers to better manage the caseload for the IHSS program.
R5:
Work with social workers in Adult Services to equip them with whatever resources are available that they would need to insure their safety. 13
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Findings & Recommendations
7 findings
F1:
The social workers and their supervisors in the Children’s Services programs are dedicated to providing the best possible services to their clients. They are to be commended for their work.
F2:
Law enforcement works closely with the Children’s Services Division. A training course in Children’s Services policies and regulations for law enforcement would enhance the working relationship and would result in a more efficient collaboration.
F3:
While being involved with CPS is not a pleasant experience, it provides an opportunity for families to improve their circumstances.
F4:
CPS staff recognize and appreciate the personal counseling support that is available to them if needed.
F5:
While several programs are available to families working with CPS, there is a desire to provide more programs if funding were available.
F6:
Assumption by the county of Adoption Services should expedite the adoption process. 19
F7:
CSD has a wealth of information and checklists on foster care, child custody regulations, etc. However, it can only be obtained in hard copy from a CSD office.
Additional Recommendations
4
Not linked to specific findings.
R1:
Establish an orientation program on CPS parameters for law enforcement.
R2:
Seek additional funding to expand the programs for families working with CPS.
R3:
Monitor the newly acquired Adoption Services program to ensure that adoptions are taking place within 24 months.
R4:
Put as much information and checklists as possible on the Butte County government website, www.buttecounty.net.
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Findings & Recommendations
4 findings
F1:
The demand for public assistance has increased over the past several years and will most likely continue to increase.
F2:
Although the county anticipates receiving additional state and federal funds to administer public assistance programs, the increases will not be sufficient to continue providing services in the current manner.
F3:
The Department of Employment and Social Services plans to reorganize the Eligibility Services Division in the manner of successful reorganizations in other counties.
F4:
The department deserves commendation for its proactive efforts to find economical ways to address increased workload.
Additional Recommendations
2
Not linked to specific findings.
R1:
Monitor the number of calls, length of time before a call is answered, length of each call, etc. of the future call center to ensure that the public continues to receive a high quality of service when calling for assistance.
R2:
After implementation of the task-based workload allocation, conduct user surveys to determine customer satisfaction with the system and solicit ways to improve the service. 24
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Findings & Recommendations
3 findings
F1:
The Butte County Child Support Call Center is staffed by transferred county personnel, saving Butte County valuable funds.
F2:
The Butte County LCSA has increased its efficiency since 2001, becoming a California LCSAs leader.
F3:
LCSA uses a wide variety of analytical methods to measure and enhance the department’s effectiveness.
Findings & Recommendations
19 findings
F1:
The City of Biggs traditionally balances its General Operating Budget by supplementing its revenue with monies from the Electric Utilities Fund.
F2:
Biggs wastewater treatment facility is antiquated and will need to be upgraded in the near future.
F3:
Many roads need maintenance and repair. Chico
F4:
Primary revenue sources of Chico are taxes which have been reduced by the slowing economy.
F5:
The City of Chico had a significant turnover in senior management in 2012-13 and is in the process of restructuring the city government.
F6:
The City of Chico was slow to respond to the loss of RDA funding and of other funding sources.
F7:
City management provided the Grand Jury with some financial data that was outdated, incomplete and misleading. 66
F8:
Shortfalls in operating revenues are being covered by transfers from non-general revenue funds. Some of these funds continue to carry significant negative balances. Gridley
F9:
Gridley traditionally balances its General Operating Budget by supplementing its revenue with monies from the Electric Utilities Fund.
F10:
Gridley strengthened its internal controls after an embezzlement discovered in 2010. Oroville
F11:
The City of Oroville, under contract with DWR, is the Fund Administrator for the Project Supplemental Benefits Fund and will be disbursing grants to the community to stimulate recreation, tourism and economic development.
F12:
The City Council’s adoption of a new Facility and Park Fee Waiver Policy will bring consistency to this process.
F13:
Although the City of Oroville has a shortfall in its annual operating expenditures as compared to its revenues, City management is transparent about their steps to correct the situation.
F14:
The City of Oroville balanced its operating budget by using its Contingency Fund. Paradise
F15:
The Town of Paradise is primarily a residential community with minimal retail and commercial businesses. Therefore, Paradise residents often work and shop elsewhere, leaving their sales tax dollars in other jurisdictions.
F16:
The Town of Paradise has experienced revenue challenges for many years, which impact town services.
F17:
The Town of Paradise carefully planned for the transition to a new town manager.
F18:
The Town of Paradise’s lack of a sewer system has been a barrier in attracting significant new retail and commercial businesses. 67
F19:
A sewer system for the residential districts is impractical due to the Town of Paradise’s topography.
Additional Recommendations
6
Not linked to specific findings.
R1:
The City of Biggs should explore all funding possibilities for upgrading its wastewater treatment facility and road maintenance. CHICO
R2:
The City of Chico should become more transparent in its financial condition, reporting and budgeting process.
R3:
The City of Chico should continue the process of restructuring the city government.
R4:
The City of Chico should develop a viable financial plan to replenish funds with negative balances. GRIDLEY None. OROVILLE
R5:
The City of Oroville should develop a sustainable financial plan to replenish their contingency fund. PARADISE
R6:
The Town of Paradise should explore all options for a sewage system in its business districts and adopt a plan to resolve this problem.
* 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.