Del Norte County Grand Jury
2014-2015
Findings & Recommendations
7 findings
F1:
The number of 911 lines servicing Del Norte County is inadequate
F2:
The number of dispatchers is lacking.
F3:
The working conditions at the dispatch site are unacceptable
F4:
All agencies using the 911 Dispatch system are not paying their share for the services they are using.
F5:
Dispatchers cannot adequately handle medical calls due to lack of training.
F6:
Visits to the 911 Dispatch Center by the Board of Supervisor are not adequate.
F7:
The work area is small, not air conditioned and is no more than a wide spot in the hallway.
Additional Recommendations
5
Not linked to specific findings.
R1:
Relocate the dispatch center outside the tsunami zone.
R2:
The budget for the 911 facility needs to be increased.
R3:
The dispatch work area should be entirely remodeled to provide more security at the entrance (cameras so dispatchers can see around the facility, air conditioning/ventilation, and possibly a window or skylight so they can see outside).
R4:
Each agency served by the 911 Dispatch should contribute to the cost of dispatch.
R5:
Members of the Board of Supervisors should inspect the facility and employee work conditions.
Quick View
Full Details →
Findings & Recommendations
6 findings
F1:
The wards and staff have a respectful attitude towards one another.
F2:
The classroom is staffed with dedicated professionals. 52
F3:
The staff encourages the youth to better themselves; whether it be physically, academically or vocationally.
F4:
BarO Ranch is a 43 bed facility. Currently 26 boys are housed there.
F5:
This is a 3 step program. The color a youth is wearing denotes his progress. The youth do not get released until they have completed the final step. Advancement is considered on a monthly basis.
F6:
The barracks and bathroom, while clean and neat, need to be replaced. Age has taken its toll on the facilities. They are at the end of their lifespan.
Quick View
Full Details →
Findings & Recommendations
4 findings
F1:
Alder Camp is a well run facility with the primary function of maintaining and providing inmate crews for wildland fire suppression. This program and the various skills that the inmates learn make their transition from an inmate to a general society citizen upon parole, go much smoother. This is a very positive program and one that Californians can be proud of.
F2:
The staff is very mindful of the budget they must work within. They save costs wherever and whenever possible.
F3:
The grounds are immaculate.
F4:
The buildings are in good shape for their ages.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
The selfimposed cap of 90105 inmates is based on the determination of staffing levels and safety issues. Housing more inmates would jeopardize the staff and inmates. There has been an increase in mentally ill inmates in recent years. The Commander feels the facility isn’t equipped for the special challenges this type of inmate requires. If overcrowding occurs, those inmates that have lesser crimes/time based on good behavior and time served, may be released early to allow room for new prisoners.
F2:
The facility is very clean. The kitchen areas are spotless and meals wellrounded. Inmate staff members were polite and focused on their meal preparations.
F3:
The request for funding for a remodel of the holding and booking area was denied state funding.
Additional Recommendations
3
Not linked to specific findings.
R1:
The Del Norte County Board of Supervisors shall review the budget to determine an allocation of additional staff positions, which would allow more inmates to be safely housed in the jail.
R2:
Continue to pursue State Funds to complete the planned remodel and other efforts to modernize and improve the facility.
R3:
Grand Jury members should meet with the newlyelected sheriff and discuss his plans for the facility. 48
Quick View
Full Details →
Findings & Recommendations
24 findings
F1:
The JPA and the SWA continues to be the most appropriate answer to the issues created by the landfill and the appropriate response to CalRecycle and state mandated regulations and laws.
F2:
Some decisions made by the Authority Board significantly affected the functioning of the operations of the SWA, reducing its effectiveness.
F3:
Multiple violations by Commissioners #1, 2 and 5 of the Code of Ethics occurred.
F4:
Commissioners #1 and #5 did not consistently conduct public affairs with honesty, integrity, fairness and respect for others.
F5:
Commissioner #1 committed numerous and varied violations of the Code of Ethics and Conduct.
F6:
Commissioner #1’s conduct is potentially harmful and divisive to the functioning and vested interests of the SWA and the community.
F7:
Commissioner #5 committed multiple violations of the Code of Ethics and Conduct.
F8:
No fiscal analyses or cost/benefit impact reports were produced to support some of the decisions the Authority Board rendered.
F9:
No fiscal analyses or independent impact reports were produced to support further privatization of the SWA or selling of the transfer station.
F10:
SWA has lower disposal rates than Curry County or Humboldt County.
F11:
The SWA has been understaffed since August 2013.
F12:
The Authority Board failed to modify the workload to accommodate staffing levels.
F13:
The SWA is presently out of compliance with its Mission Statement and some state agency regulations due to failure to produce mandated reports in a timely manner.
F14:
The costs for managing the SWA increased under the 2013/14 Authority Board.
F15:
Applications for grant monies ceased under the 2013/14 Authority Board.
F16:
The JPA and the SWA are at functional risk should a charter member choose to withdraw from the JPA.
F17:
The actions of Commissioners #1, 2 and 5 contributed to a hostile work environment. 36
F18:
Commissioners #1 and #5 demonstrated a lack of transparency in decision processes and outside activities.
F19:
Certain Commissioners made misleading statements as to the need and reason for the $33,000 spent on R3 study.
F20:
The tone and content of Commissioner #1 and #5’s communications with R3 were inappropriate and an attempt to influence the outcome of the consultant group's report.
F21:
Commissioners were varied in their understanding and knowledge of the JPA and state rules and regulations and operating standards.
F22:
COE #17 places the Executive Director in the precarious employment position of disciplining his employers.
F23:
The Grand Jury finds the continued assertions by Commissioner #1 regarding lowering rates without job loss and increasing privatization of the recycle/wastestream to be unsupported by facts and fiscal analysis.
F24:
SWA Commissioners can serve on the solid waste task force and board concurrently.
Additional Recommendations
14
Not linked to specific findings.
R1:
The Solid Waste Authority should return to full staffing with separate positions for the Executive Director and Program Manager.
R2:
All Commissioners should be educated about the history of the JPA and SWA and state rules and regulations. All Commissioners should read the 2014/2015 Grand Jury History of Solid Waste Authority.
R3:
The Solid Waste Authority should resume its applications for grant monies.
R4:
Commissioner #1 be removed from the Solid Waste Authority Board for misconduct and multiple violations of the Code of Ethics which affected the performance of his official duties.
R5:
The Grand Jury recommends Commissioner #1 be referred to the Board of Supervisors for consideration of disciplinary action.
R6:
The SWA Board recommend the removal of Commissioner #5 from the Solid Waste Task Force for multiple violations of the Code of Ethics.
R7:
The Solid Waste Authority should investigate adding Associate Members to the JPA.
R8:
The Solid Waste Authority should revisit its plans for a resource and recovery park as a backup and complement to the present recycler in Del Norte County. 37
R9:
The Board of Supervisors and City Council should appoint Commissioners who want the JPA and Solid Waste Authority to be successful.
R10:
The Solid Waste Authority Board study the Code of Conduct #17 and consider reorganizing the corrective process since it puts the Executive Director in a difficult position of correcting his employers.
R11:
The Solid Waste Authority should follow and act in accordance with its own Code of Ethics.
R12:
The Solid Waste Authority should conduct all its business in a transparent and public manner.
R13:
The Solid Waste Authority should prioritize an immediate return to compliance in all regulatory matters.
R14:
Solid Waste Authority Commissioners should not simultaneously be members of the Solid Waste Task Force as it has potential to be a conflict of interest.
Quick View
Full Details →
Findings & Recommendations
7 findings
F1:
The capacity of the Juvenile Hall is 44. Currently it is staffed to accommodate fewer individuals.
F2:
Juvenile Hall has a full service kitchen facility. Food is prepared on site and then transferred to the individual housing unit dining areas. The kitchen space was designed to incorporate youth working within the facility.
F3:
The facility provides efficient housing and supervision of minors within the facility.
F4:
The facility has sufficient space to accommodate individuals that might need some time and space away from other wards.
F5:
Supervising officers can visually observe the housing units and classrooms from the control room.
F6:
The buildings and grounds are well maintained.
F7:
The county vehicles that had been parked on the adjacent lands have been auctioned off and removed.
Quick View
Full Details →
Findings & Recommendations
5 findings
F1:
The Board of Directors of the Klamath Fire Protection District did not respond to the report of the 2013/2014 Grand Jury Report because they were in agreement with the report and therefore felt they did not need to respond.
F2:
The Board of Directors meetings are in compliance with the Brown Act and that the meetings are well organized and run.
F3:
With the help of the Klamath Fire Auxiliary the Klamath Fire District has been able to purchase a replacement support vehicle.
F4:
The Klamath Fire Protection District’s relationships with the Klamath community and the Yurok Tribe appears to be improving. The Yurok Tribe and the Klamath Fire Auxiliary are working with the Fire District to improve funding and effectiveness.
F5:
The Klamath Fire Protection District has been meeting more regularly with the County Auditor regarding the budget. The current Board seems to have a better understanding of the budget than past Boards. The budget seems to be balanced.
Additional Recommendations
5
Not linked to specific findings.
R1:
The Klamath Fire Protection District needs to respond in writing to Grand Jury Reports with subject matter concerning the Protection District, even if they are in agreement with the report.
R2:
The Klamath Fire Protection District Board should continue to implement the Brown Act at meetings and encourage more public participation.
R3:
The Klamath Fire Protection District should continue to upgrade equipment as funds become available.
R4:
The Klamath Fire Protection District should continue to develop and improve relationships with the Klamath community, the Yurok Tribe, and the Fire Auxiliary to improve funding and effectiveness. Continue with efforts to recruit and train qualified firefighters.
R5:
The Klamath Fire Protection District Board and Chief should continue to work with the County Auditor to establish and maintain a balanced budget. 58
Quick View
Full Details →
Findings & Recommendations
8 findings
F1:
The in–house infirmary is wellstocked and offers many services for the inmates. Dental, Optometry, XRays, disease and wound care are available on site. Telemedicine is being utilized on an increasing basis for medical issues requiring outside expertise.
F2:
The classrooms are clean. Courses include, computer literacy classes, Adult Basic Education classes, Arts in the Prison and college courses leading to a BA/BS degree. The GED is being administered on site.
F3:
Alcoholics Anonymous, Narcotic Anonymous, Choices for Common Ground, Incarcerated Veterans and Reaching Out Convicts to Kids (ROCK) are programs available to inmates. 45
F4:
Various paid work assignments are available to inmates.
F5:
The SHU (Secured Housing Area) has implemented a “Security Threat Group Step Down Program”, where inmates may return to the General Population upon completion of all 5 designated steps. Phone Calls and extra vendor packages are allowed after completing certain steps. These inmates have access to physical activity, visiting, library and legal representation while confined to the SHU.
F6:
The Fire Crew of Pelican Bay employs and trains 8 inmates from the minimum security area of the prison. These inmates live and work in the Prison Fire House. Various certifications are available to inmates. Upon completion of these diverse training opportunities, there is potential for employment in emergency services once the inmates are released from the prison system.
F7:
Pelican Bay State Prison has onstaff a Crisis Response Team (CRT) that is highly trained and wellequipped. Specific officers are trained in negotiations, especially for use in hostage situations. The main objective of the CRT Team is to diffuse any crisis by utilizing their expertise in special tactics and negotiations and bring it to a non violent resolution.
F8:
The atmosphere of the complex is one of professionalism where security is stressed at all times.
Findings & Recommendations
3 findings
F1:
Red Mountain towers are critical to the safety of everyone within Del Norte County.
F2:
In 2022 the Red Mountain site is scheduled to be deactivated.
F3:
No replacement communication site has been secured.
Additional Recommendations
5
Not linked to specific findings.
R2a:
Replacement sites should be actively pursued immediately.
R2b:
The Board of Supervisors should agendize as a priority item what legal action(s) might be taken, if necessary, to ensure the safety of everyone in Del Norte County.
R3:
The Board of Supervisors should investigate and closely monitor any choices for replacement site(s) for the Red Mountain site so there is no loss of coverage to Del Norte County.
R4:
The Board of Supervisors should discuss options for reversing the mandate by the United States Forest Service, including, but not limited to, coordination, eminent domain (if possible) or negotiation.
R5:
The Board of Supervisors should agendize deactivation of the Red Mountain site, and replacement sites as a public safety issue during every future meeting with any agency or officials that deal with this issue. 40