El Dorado County Grand Jury

2002-2003

43 reports

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
View the full annual report (PDF)
The full consolidated volume; individual reports are listed below.
Individual reports (43)
Findings & Recommendations 13 findings
F1: The District Attorney involved himself in “Friend’s” Court proceedings with the Complainant.
F2: The District Attorney’s Office continues to handle “Friend’s” son’s criminal cases resulting in the appearance of impropriety to the public.
Related Recommendations (2)
R5: To avoid the appearance of a conflict of interest, the District Attorney should set up a written protocol regarding cases whenever the accused is related to or has a relationship with an employee in the District Attorney’s Office, including the District Attorney.
R6: The El Dorado County Board of Supervisors should revise the County’s nepotism policy to include “significant others.” Responses Required for Recommendations
F3: The District Attorney did not follow his office procedures relating to the logging in and custody of “Friend’s” weapon.
F4: The District Attorney has $1,254.00 in his personal office safe for eight years and cannot explain this.
Related Recommendations (1)
R4: All cash received should be maintained in “double” custody.
F5: The District Attorney does not maintain a complete and proper evidence log of the contents of his personal office safe.
Related Recommendations (2)
R2: The District Attorney should establish written procedures pertaining to his “personal” safe whereby all items are properly logged in and out with the appropriate detailed information.
R3: The personal safe and evidence locker should be audited annually.
F6: The District Attorney hired “Friend” to work in his office on several occasions, most recently December 2002, while involved in a personal relationship with her.
F7: The District Attorney’s “Friend” working in his office has created a perception of favoritism and an adverse effect on staff morale. PROFESSIONALISM, A Sourcebook of Ethics and Civil Liability Principles for Prosecutors, by the Ethic Committee of the California District Attorneys Association; Chapter X, Page X-1. 30
Related Recommendations (2)
R5: To avoid the appearance of a conflict of interest, the District Attorney should set up a written protocol regarding cases whenever the accused is related to or has a relationship with an employee in the District Attorney’s Office, including the District Attorney.
R6: The El Dorado County Board of Supervisors should revise the County’s nepotism policy to include “significant others.” Responses Required for Recommendations
F8: The District Attorney had an ex parte communication with a Court Commissioner in violation of Rule 5-300 of the California Rules of Professional Conduct for attorneys.
F9: The District Attorney misled a Court Commissioner with a false statement of fact in violation of Business & Professions Code, Section 6068 (d).
Related Recommendations (1)
R1: through R5 El Dorado County District Attorney
F10: The District Attorney misrepresented facts regarding his communication with the Commissioner to the State Bar of California and to this Grand Jury.
F11: The District Attorney sent a letter to the Grand Jury misquoting Rule 5-300 of the California Rules of Professional Conduct for attorneys.
F12: Sworn testimony by the District Attorney and other witnesses conflicts in important and significant details.
F13: Portions of the District Attorney’s testimony and documentation were found to be lacking in truth and veracity.
Findings & Recommendations 4 findings
F1: The contract as it stands does not specify a contract administrator.
F2: The contract was negotiated for the County by the Chairman of the Board of Supervisors, assisted by County Counsel.
F3: After also asking at least one other elected officials’ opinion and getting his endorsement the contract was endorsed unanimously by the full Board.
F4: Fingerprints of the applicant were taken and are on file.
Additional Recommendations 5

Not linked to specific findings.

R1: An addendum should be added to the contract to make the Board of Supervisors the contract administrator.
R2: The Board of Supervisors should continue to find ways to work in the best interest of the County through the establishment of a positive working relationship with the CAO.
R3: The CAO should be aware of his or her responsibility among other things. Recognize that El Dorado County is in a state of transition. While we cling to our history, we are also confronted with the reality of change.
R4: The Board of Supervisors shall not authorize payment of money or other compensation for performance of any service or function by a private entity except pursuant to a written contract meeting all applicable requirements of law pertaining to contracts of the County. (a) The Board of Supervisors should not authorize expenditure of County funds for membership dues or assessments in any private organization, unless the Board of Supervisors makes findings of specific public benefits anticipated to accrue to the County as a result of acquiring or renewing the membership. The text of these proposed findings shall be published in the agenda for any meeting at which such an expenditure will be considered. 103 (b) If such a membership is to be at a cost level above the minimum membership level, these findings shall include a detailed explanation of the additional public benefits to the County that are anticipated to accrue from the additional expenditure. If the additional public benefits include a particular program or service, the Board of Supervisors shall enter into a written contract with the private entity to assure conduct of the program or performance to the service during the period of the membership. (c) This provision applies to all membership purchased by the County, regardless of whether the membership is in the name of the County or in the name of an officer or employee of the County. Responses Required for Findings
R5: An Ombudsman position for senior issues needs to be established in the Department of Community Services. All matters relating to mobile homes and senior issues should be directed to this office.

Findings and recommendations not yet extracted.

Findings & Recommendations 24 findings
F1: The City of South Lake Tahoe is inconsistent in their collection of TOTs due to the definition as to what is considered “rent.”
F2: At present, the City is not following their own clarification along with the South Lake Tahoe Lodging Association’s recommendations as to what is to be considered as “rent.”
F3: City records show there are 1,191 vacation rental homes in SLT.
F4: Rental agencies handle bookings for 843 of the registered vacation rental homes.
F5: Individual homeowners account for the remaining 348 registered vacation rental homes.
F6: Some individual homeowners are renting their property as a vacation home without registering with the City.
F7: Some individual homeowners are renting their property without collecting TOT. 78
F8: TOT collected from all rental sources amounted to almost $9 million dollars in the fiscal year 2001-02.
F9: The annual City budget is dependent on TOT revenues.
F10: For the last two years, the City of SLT has had a budget shortfall in excess of $ 2 million dollars a year.
F11: Reserve funds are being used to balance the City’s budget.
F12: About $ 4 million dollars is left in the City’s reserve funds.
F13: The City of SLT has not filled the Finance Director’s position for the last 12 months. The City of SLT as of 5/03 presently has filled the position .
F14: The City Council is not adequately informed regarding the delinquent TOTs.
F15: Of the five rental agencies audited for this investigation, the Investigator estimated that nearly $100,000 underpayment of TOT occurred in 2002.
F16: It was further estimated that over $224,000 was underpaid by all rental agencies in 2002.
F17: Individual homeowners, as distinct from agencies, may have underpaid an additional TOT of approximately $85,000.
F18: This year the City hired an individual to audit the motels and hotels regarding payment of TOT.
F19: In one period, from August 2002 to March 2003, this person found uncollected tax amounting to over $375,000.
F20: Motels, hotels, vacation homes, and rental agencies are responsible to pay their TOTs owed on an honor system.
F21: Although the City has stringent methods of dealing with delinquent TOTs, the prevailing method used is to put a lien on the property.
F22: There are no written guidelines as to the definition of “rent” as expressed in Chapter 28A-3 of the City Code.
F23: Some agencies and motels pay TOT on all revenue generated by the rental of the room, and others do not.
F24: On several occasions, this committee requested the El Dorado County Auditor-Controller for assistance to investigate the initial complaint filed. The requests were denied. 79
Additional Recommendations 8

Not linked to specific findings.

R1: The City should immediately define the specific charges that are subject to the collection of TOT and inform the rental community so that all persons renting out properties are subject to the same rules.
R2: The City should add criminal sanctions to the City Code provision dealing with the non- payment of TOT. Such a sanction would add a tool to be used with flagrant violators, particularly those who collect tax but fail to remit it to the City.
R3: The City Council should receive monthly reports from the City Manager regarding the amount of TOT delinquencies, the length of time the facility has been delinquent and the efforts being utilized to collect those delinquencies.
R4: The City Council should become more involved with the City Manager and City Attorney in overseeing and approving legal action against businesses and person’s delinquent in their TOT payments, when it is agreed that full payment of the delinquent amount will not be made.
R5: The City should implement a comprehensive and on-going audit program of vacation rental homes. This program should include the auditing of rental agency practices and records, the monitoring of advertisements on the Internet, in newspapers and in other publications and locations, and on-site checking of rental homes where tax avoidance is suspected.
R6: The City should require vacation rental agencies to submit with their monthly TOT remittance, a copy of their internal month-end report which lists the specific properties rented, the dates of each rental, a breakdown of the total fees charged, by category, for each rental, and the dates any property was not available because the owner had blocked its use. This would allow City staff to be more proactive in their oversight duties without the need to go to a rental agency to review records. This would not create any additional work for most of the agencies.
R7: A more in-depth scrutiny by the City staff should be made of high “guest” usage homes to ensure proper collection of TOT.
R8: The City’s TOT remittance form should be changed to allow sufficient space to permit the rental agents to list the total number of units rented each day and for property owners to list the total number of days the unit was rented. 80
Findings & Recommendations 8 findings
F1: Required funding for CalPERS has dramatically increase due to legislative formulae.
Related Recommendations (1)
R1: The CAO and the Board of Supervisors should immediately initiate a process to resolve the CalPers funding issue.
F2: The Department of Social Services still has eleven deficit trust funds.
Related Recommendations (2)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
F3: The Auditor/Controller Office has not been consistent in the reporting of trust funds in deficit condition since 1988. 91
Related Recommendations (2)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
F4: Most County departments have Accounting Officers, but not professional accountants who would understand the technical scope of the work.
Related Recommendations (3)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
R4: Director of Human Resources, the Auditor/Controller, and the Chief Administrative Officer should study and recommend to the Board of Supervisors a new job classification series that would encourage the recruitment of more qualified accounting personnel in the Departments.
F5: The current Auditor/Controller knew of the alleged trust account deficit since 1995; obviously prior to requesting the Board of Supervisors to authorize covering the account deficit from General Fund monies ($958,000).
Related Recommendations (2)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
F6: The Board of Supervisors reviewed and agreed to transfer allocated monies during 2002/2003 for the deficit trust funds without a full investigation by the Auditor/Controller
Related Recommendations (2)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
F7: All but the Department of Social Service have deficit trust funds that are now accounted for and balanced (See attached Addendum provided by the Auditor/Controller Office).
F8: Funds allocated to Risk Management have on one occasion been utilized to balance the County budget.
Related Recommendations (3)
R2: All financial issues, which have potential impact regarding the County’s finances, should receive constant and sedulous attention from the Chief Administrative Officer and the Auditor/Controller’s Office.
R3: County Counsel and the Auditor/Controller should communicate on matters impacting the future of the County legally and financially with review and execution by the Chief Administrative Officer and the Board of Supervisors.
R5: Risk Management funds should not be used to balance the County budget.
Findings & Recommendations 3 findings
F1: Repairs reported by 2001-2002 Grand Jury have not been accomplished.
F2: Passage of school bonds will enable a complete remodeling of the school.
F3: Repairs/remodeling will commence within the year. 57
Additional Recommendations 7

Not linked to specific findings.

R1: Repairs should be accomplished within a reasonable time frame.
R2: Follow up with architect to confirm project is on target.
R3: Continuous monitoring of the project should be performed by the Superintendent. Responses Required for Findings
R4: Recommendations of previous Grand Juries were discussed;
R5: Implementation of the recommendations was explained to and reviewed by the inspecting members;
R6: Plans and location for the new Juvenile Hall to be constructed next to the Jail were reviewed and discussed;
R7: Grand Jury Reports for 2000/01 and 2001/02 were reviewed.

Findings and recommendations not yet extracted.

Findings & Recommendations 3 findings
F1: Receipts are issued upon request for all fees paid. Larger fines and fees are tracked by the Library’s computer system.
F2: The staff includes five and one-half full time and two part time employees.
F3: The library is open 41 hours per week. 64
Additional Recommendations 2

Not linked to specific findings.

R1: The Library should post a notice that receipts are available for all amounts paid to the Library.
R2: Employees should be scheduled to allow for extended hours of operation. Commendation The library staff should be commended for a well-run and clean facility. Responses Required for Findings
Findings & Recommendations 7 findings
F1: The Department of Social Services has been reorganized, so that the Division of Adult Protective Services is now under the supervision of the Director of Community Services.
F2: Some programs within the Department of Social Services have not been actively promoted to the citizens of the county.
F3: Child Protective Services and Child Welfare Service programs in South Lake Tahoe now operate with improved direct supervision.
F4: Department Directors are not evaluated in a timely manner.
F5: Human Resources does not perform reference checks on employment applications.
F6: Human Resources does not require submission of transcripts/diploma nor do they contact former employers to verify accuracy of the experience listed on the application.
F7: The Department Directors have the responsibility to ensure that reference checks are conducted and that other pertinent background evaluation are performed.
Additional Recommendations 7

Not linked to specific findings.

R1: The CAO should have an experienced contractor negotiate future Memoranda of Understanding (MOUs).
R2: Director of Human Resources should not be a negotiator for future MOUs, but serve as a technical advisor to these negotiations
R3: County Counsel should be accountable for reviewing all issues contained in MOUs.
R4: The Auditor-Controller should be accountable for reviewing financial aspects for all issues that have a major financial impact on the County.
R5: All Department Directors should be evaluated yearly by the Chief Administrative Officer.
R6: All Department Directors should be responsible for their employee evaluations and held accountable on their evaluation. 89
R7: Human Resources should be responsible for obtaining all records required on application transmittals. (Licenses, college transcripts, diploma’s, etc)
Findings & Recommendations 6 findings
F1: The Sheriff told the Undersheriff he could be assigned to Lake Tahoe, with the hours and days to be set by the Sheriff.
F2: The Sheriff did not set days or hours for the Undersheriff to work in South Lake Tahoe.
F3: The Undersheriff received Tahoe Differential pay without working primarily in the South Lake Tahoe area.
F4: Payroll clerks, without written authorization, routinely sign Payroll/Personnel Action forms on behalf of Division Chiefs, including those resulting in financial impact.
F5: The Tahoe Differential pay received by the Undersheriff impacted his final compensation, which in turn was used to calculate his retirement benefits.
F6: The Grand Jury investigation revealed this was an isolated case.
Additional Recommendations 4

Not linked to specific findings.

R1: Payroll/Personnel Action Forms relating to the Undersheriff should be signed by the Sheriff.
R2: Delegation of authority to Payroll Clerks to sign on behalf of Division Chiefs should be specific and exclude actions involving financial benefit.
R3: The County should be reimbursed for the Tahoe Differential paid to the Undersheriff. 14
R4: The County Counsel should review with the Board of Supervisors the issues presented and take whatever action(s) is deemed appropriate.

Findings and recommendations not yet extracted.

Findings & Recommendations 4 findings
F1: The central control booth needs new floor covering.
F2: The antenna wire was exposed in the main hallway
F3: Some produce was old and needed to be discarded.
F4: Two food storage bins had cracked lids.
Additional Recommendations 4

Not linked to specific findings.

R1: The central control booth floor covering should be replaced.
R2: The antenna wire in the main hall should be put in a conduit.
R3: Produce should be checked regularly.
R4: Cracked food storage lids should be replaced.
Findings & Recommendations 8 findings
F1: The Science Laboratory Building is the only permanent building built in the last 18 years. All other additions have been modular classrooms.
F2: Locker space is not available for all students.
F3: Parking is a problem. Students park on the congested two-lane road in front of the school as well as adjacent roads. As the student population continues to grow, this problem will increase dramatically.
F4: The limited vehicle entrances for students, buses, and visitors create unsafe and hazardous conditions on these roads.
F5: There is only one School Zone warning sign located near a blind curve on the south side of the campus.
F6: There is inadequate space to pick-up or drop-off students so students are frequently dropped off on the main roadway.
F7: There are no streetlights in front of the school on Ponderosa Road. This causes unsafe conditions for students and parents that attend evening after-school activities and for students arriving during early morning hours, especially in the winter months.
F8: The restrooms are not always clean and are not well stocked with supplies. 61
Additional Recommendations 7

Not linked to specific findings.

R1: Additional student locker space should be provided.
R2: The current student parking needs should be evaluated.
R3: An additional entrance on the south side of the lot should be considered and this entrance should have a three-way stop sign or traffic actuated stoplight.
R4: Additional School Zone warning signs should be installed on Meder Road and the north side of the campus on Ponderosa Road.
R5: A turnout area should be added off Ponderosa Road for drivers to pick-up and drop-off students.
R6: Streetlights should be installed in front of the campus on Ponderosa Road.
R7: Restrooms should be inspected for cleanliness and supplies by daytime maintenance staff each morning, especially in Building P.
Findings & Recommendations 5 findings
F1: Of the nine County employees tested during 2000/01 and 2001/02, five were found unfit for duty.
F2: Employees must travel to the doctor’s office in Sacramento, including employees who reside and work in South Lake Tahoe.
F3: Some departments do not consistently follow purchase order and contract procedures and policies set forth by the Board of Supervisors.
F4: Department Directors are not held accountable for following policies and procedures related to purchase orders and contracts by the CAO and the Board of Supervisors.
F5: The County did not appropriately contract for the doctor’s services directly and therefore the County was probably not protected from liability and potential litigation.
Additional Recommendations 5

Not linked to specific findings.

R1: The Board of Supervisors, with the assistance of the County Counsel and the Manager of Procurement and Contracts’ Office, should establish and enforce a procedure for departments to meet legal specifications and to be in compliance with procedures in awarding contracts for services.
R2: The Board of Supervisors and the CAO should hold all County departments accountable for the policies and procedures established by the Manager of Procurement and Contracts’ Office.
R3: The Department of General Services and the Procurement and Contracts’ Office personnel should design and provide a series of training programs on purchase orders and contract procedures for County staff.
R4: Department Directors should be evaluated on their adherence to County procedures and their attendance at required training sessions. 69
R5: Confirming purchase orders (after the fact purchases) should not be acceptable. A memo signed by the Department Director explaining the nature of the “confirming” requisition should accompany all confirming purchase orders. The CAO should be required to approve retroactive purchases not authorized by the Purchasing Agent.
Findings & Recommendations 7 findings
F1: School districts within El Dorado County offer school bus transportation to hundreds of students each day throughout the year.
F2: All school buses in the 17 school districts are inspected annually by a safety inspection program of the California Highway Patrol, and no substantial safety exceptions were noted during the past year. No Recommendations 49
F3: The District Attorney did not follow his office procedures relating to the logging in and custody of “Friend’s” weapon.
F4: The District Attorney has $1,254.00 in his personal office safe for eight years and cannot explain this.
F5: The District Attorney does not maintain a complete and proper evidence log of the contents of his personal office safe.
F6: The District Attorney hired “Friend” to work in his office on several occasions, most recently December 2002, while involved in a personal relationship with her.
F7: The District Attorney’s “Friend” working in his office has created a perception of favoritism and an adverse effect on staff morale. PROFESSIONALISM, A Sourcebook of Ethics and Civil Liability Principles for Prosecutors, by the Ethic Committee of the California District Attorneys Association; Chapter X, Page X-1.
Findings & Recommendations 5 findings
F1: through F7 El Dorado County Board of Supervisors El Dorado County Probation Department Responses Required for Recommendations
F4: Cell #14 door window is cracked.
F5: The HVAC vents in the classrooms are dirty.
F6: No running water is available in the health facility room.
F7: Air packs are not available in case of fire.
Additional Recommendations 7

Not linked to specific findings.

R1: The facilities should be painted.
R2: Baseboards should be replaced as needed.
R3: Cell #14 door window should be replaced.
R4: The health facility room should have running hot and cold water and blankets.
R5: The HVAC vents in the classrooms should be cleaned.
R6: Air packs should be available in Juvenile Hall for life safety and to limit potential liability.
R7: The staff should be trained in the use of air packs.
Findings & Recommendations 13 findings
F1: The Building is not conveniently located to the County Government Center.
F2: The Building needs major renovations to be usable for County purposes.
F3: Seventy-five percent of The Building has not been used since the purchase in May 2000.
F4: In November 2001 the Board of Supervisors approved use of The Building for Superior Court Family Law; however, no actual plans have been implemented. 137
F5: Fleet maintenance staff did not meet with the tanker truck driver to verify fuel meter.
F6: The fuel dispensers have not been calibrated; therefore the readings are not accurate which makes cross-checking the usage and purchase of fuel impossible.
F7: Billing for fuel usage by fleet management depends on entries made on the clipboard sheets kept at each fuel dispenser and best guesses by office employees. County departments are charges for fuel they did not use because of inaccurate accountability. 119
F8: Not all County vehicles are marked making it difficult to differentiate between County and private vehicles at the pumps.
F9: The gate nearest the fuel dispensers is not locked until midnight when DOT swing shift leaves at which time a combination lock is used. The combination is known by the Sheriff Deputies past and present.
F10: An electric gate located in the rear of the yard is used after midnight and on weekends by the Sheriff Deputies. Their vehicles have remote gate openers which are permanently affixed to the visor of the patrol cars. However, to close the gate the drivers must get out of the car and use their key. This gate is frequently left open, including on weekends, exposing all DOT equipment to potential vandalism and theft.
F11: Fleet maintenance of County vehicles is performed in a two-bay garage, one bay of which is a hydraulic lift that cannot be used for many of the county vehicles, limiting the amount of repair work capable of being performed.
F12: Repair orders for County vehicle maintenance are manually written making it time- consuming to maintain a comprehensive maintenance record for all 600 plus County maintained vehicles.
F13: Management of the facility does not always conduct annual performance evaluations of all personnel.
Additional Recommendations 7

Not linked to specific findings.

R1: In light of the countywide office space need, the Board of Supervisors should reconsider their options and move forward expeditiously. Responses required for Findings
R2: The facility should be secure at all times. Place a video camera in the yard to video-tape the area day and night.
R3: Replace fuel dispensers and Gas Boy so the monitoring of fuel is computer maintained and can be audited.
R4: Replace software for Gas Boy and repair order maintenance records with updated computer programs.
R5: Monitor the amount of fuel placed in the storage tanks during delivery.
R6: The repair order process should be computerized
R7: All County vehicles should be marked with clearly visible I.D. numbers, except for those used in undercover law enforcement.
Findings & Recommendations 4 findings
F1: The non-physical Exhibit Room appears to lack adequate space and shelving. Exhibits appear to be in disorder and are placed on the floor in this small room.
F2: Written procedures are not being followed for discarding closed-case exhibits. About 75% of exhibits in the storage area are beyond the retention period. 10
F3: There is no person designated to manage the exhibit process.
F4: No sprinkler system or fire extinguishers could be found in or near the Exhibit Room.
Additional Recommendations 4

Not linked to specific findings.

R1: The Exhibit Room should have adequate shelving.
R2: All exhibits should be inventoried and established procedures should be followed.
R3: A person should be designated to manage the exhibit process.
R4: A fire extinguisher should be installed in or near the Exhibit Room. Responses Required for Findings
Findings & Recommendations 1 findings
F1: A solution to the code non-compliance of the kitchen hood has been agreed upon by the State Fire Marshall, Department of Forestry and Department of Corrections. Response to Finding
Findings & Recommendations 10 findings
F1: The central control booth needs new floor covering.
F2: The antenna wire was exposed in the main hallway
F3: Some produce was old and needed to be discarded.
F4: Two food storage bins had cracked lids.
F5: The Sheriff, responding to the 2000/2001 Grand Jury Report, said he would investigate the Grand Jury’s finding. If the Sheriff determined that the Undersheriff was not entitled to receive sick leave payment, he would demand repayment of funds.
F6: The Sheriff alleges he sent a letter to the Undersheriff on August 29, 2001, requesting doctor’s documentation. However he failed to follow up on said letter for a period of fourteen months until contacted by this Grand Jury.
F7: The Undersheriff responded in a letter on October 9, 2002 that he was sick during the time in question.
F8: The Undersheriff’s medical records reviewed by this Grand Jury do not appear to substantiate his claim.
F9: A review by this Grand Jury of Sheriff’s Department sick leave records, between January 1999 and November 2002, revealed this apparent abuse of sick leave to be an isolated case.
F10: In January 2003, the County Counsel filed suit against the Undersheriff in small claims court to recover monies owed pursuant to the limitations of said court.
Additional Recommendations 4

Not linked to specific findings.

R1: The central control booth floor covering should be replaced.
R2: The antenna wire in the main hall should be put in a conduit.
R3: Produce should be checked regularly.
R4: Cracked food storage lids should be replaced. Responses Required for Findings
Findings & Recommendations 13 findings
F1: Gasoline cans are stored on open shelves in the sign shop.
F2: The fuel dispensing facility has inadequate security, is not always locked and accountability is often based on the honor system.
F3: The Gas Boy system has been out of order from time to time for two and one-half years.
F4: The Gas Boy hardware and software are out-dated and difficult to maintain.
F5: Fleet maintenance staff did not meet with the tanker truck driver to verify fuel meter.
F6: The fuel dispensers have not been calibrated; therefore the readings are not accurate which makes cross-checking the usage and purchase of fuel impossible.
F7: Billing for fuel usage by fleet management depends on entries made on the clipboard sheets kept at each fuel dispenser and best guesses by office employees. County departments are charges for fuel they did not use because of inaccurate accountability. 118
F8: Not all County vehicles are marked making it difficult to differentiate between County and private vehicles at the pumps.
F9: The gate nearest the fuel dispensers is not locked until midnight when DOT swing shift leaves at which time a combination lock is used. The combination is known by the Sheriff Deputies past and present.
F10: An electric gate located in the rear of the yard is used after midnight and on weekends by the Sheriff Deputies. Their vehicles have remote gate openers which are permanently affixed to the visor of the patrol cars. However, to close the gate the drivers must get out of the car and use their key. This gate is frequently left open, including on weekends, exposing all DOT equipment to potential vandalism and theft.
F11: Fleet maintenance of County vehicles is performed in a two-bay garage, one bay of which is a hydraulic lift that cannot be used for many of the county vehicles, limiting the amount of repair work capable of being performed.
F12: Repair orders for County vehicle maintenance are manually written making it time- consuming to maintain a comprehensive maintenance record for all 600 plus County maintained vehicles.
F13: Management of the facility does not always conduct annual performance evaluations of all personnel.
Additional Recommendations 11

Not linked to specific findings.

R1: Gasoline cans should be stored in closed metal cabinets.
R2: The facility should be secure at all times. Place a video camera in the yard to video-tape the area day and night.
R3: Replace fuel dispensers and Gas Boy so the monitoring of fuel is computer maintained and can be audited.
R4: Replace software for Gas Boy and repair order maintenance records with updated computer programs.
R5: Monitor the amount of fuel placed in the storage tanks during delivery.
R6: The repair order process should be computerized
R7: All County vehicles should be marked with clearly visible I.D. numbers, except for those used in undercover law enforcement. 119
R8: Recode all currently used remotes and change gate pad locks.
R9: Replace or modify the electric gate so it will automatically close after it has been opened.
R10: Replace larger DOT hydraulic lift with the appropriate lift for maintaining the fleet vehicles.
R11: Annual performance evaluations should be completed. Responses Required for Findings
Findings & Recommendations 7 findings
F1: The waste management contractor is currently reducing the waste to landfills by 25%.
F2: The State of California has extended the County’s required date of compliance with the State mandate to July 2005, with a good faith review to be conducted in July 2004.
F3: The fine to the County for not meeting the mandate is $10,000 per day.
F4: The County is reviewing its contract with the contractor.
F5: The contractor is trucking non-recycled waste to a landfill near Reno, Nevada, and mixed recyclables to their facility near Lodi, California.
F6: The Diamond Springs facility has new management.
F7: The growth of the County may exceed the capacity of waste processing at the Diamond Springs facility in three or four years.
Additional Recommendations 9

Not linked to specific findings.

R1: The Director of the CalWorks program;
R2: The Director of the Department of Social services (DSS);
R3: The temporary Director of Child Protective Services (CPS);
R4: The director of the Mental Health program;
R5: The director and assistant director of Community Services programs (CS);
R6: The recently appointed half-time directors of Child Protective Service/Child Welfare Service programs (CPS/CWS). The Grand Jury :
R7: Reviewed program material from the CalWorks programs;
R8: Visited the offices of the Community Services programs and were given an extensive review of the Adult Protective Services programs, the Conservatorship programs, and a wide array of services for seniors;
R9: Reviewed the Grand Jury reports relating to DSS from 2001/2002.
Findings & Recommendations 22 findings
F1: A Request For Proposal (RFP) was mailed to 50 applicants. Five responded. Three were interviewed.
F2: Profit and loss statements of the marina/store from previous years were not made available to FLLCSD Board members or potential contract bidders. 99
F3: A Board member, whose relative was one of the parties that submitted an RFP, cast the deciding vote breaking a 2 to 2 tie awarding the contract to a family member.
F4: The FLLCSD Charter does not have a Code of Ethics.
F5: Ten years ago, Fallen Leaf Lake Community Services District (FLLCSD) money was “loaned” from the Fire District to park and recreation functions and has still not been repaid.
F8: TOT collected from all rental sources amounted to almost $9 million dollars in the fiscal year 2001-02.
F9: The annual City budget is dependent on TOT revenues.
F10: For the last two years, the City of SLT has had a budget shortfall in excess of $ 2 million dollars a year.
F11: Reserve funds are being used to balance the City’s budget.
F12: About $ 4 million dollars is left in the City’s reserve funds.
F13: The City of SLT has not filled the Finance Director’s position for the last 12 months. The City of SLT as of 5/03 presently has filled the position .
F14: The City Council is not adequately informed regarding the delinquent TOTs.
F15: Of the five rental agencies audited for this investigation, the Investigator estimated that nearly $100,000 underpayment of TOT occurred in 2002.
F16: It was further estimated that over $224,000 was underpaid by all rental agencies in 2002.
F17: Individual homeowners, as distinct from agencies, may have underpaid an additional TOT of approximately $85,000.
F18: This year the City hired an individual to audit the motels and hotels regarding payment of TOT.
F19: In one period, from August 2002 to March 2003, this person found uncollected tax amounting to over $375,000.
F20: Motels, hotels, vacation homes, and rental agencies are responsible to pay their TOTs owed on an honor system.
F21: Although the City has stringent methods of dealing with delinquent TOTs, the prevailing method used is to put a lien on the property.
F22: There are no written guidelines as to the definition of “rent” as expressed in Chapter 28A-3 of the City Code.
F23: Some agencies and motels pay TOT on all revenue generated by the rental of the room, and others do not.
F24: On several occasions, this committee requested the El Dorado County Auditor-Controller for assistance to investigate the initial complaint filed. The requests were denied. 80
Additional Recommendations 8

Not linked to specific findings.

R1: The procedures under which the Fallen Leaf Lake Community Services District (FLLCSD) adopted the current contract should be reviewed by the Board.
R2: The current FLLCSD By-laws and Charter should be reviewed and revised as needed.
R3: A Code of Ethics for elected officers should be written and adhered to.
R4: The FLLCSD should obtain the assistance of the Institute for Local Self-Government on Community Service Districts to complete the two prior recommendations.
R5: FLLCSD should hire a General Manager.
R6: The elected officers should avoid any appearance of impropriety.
R7: Newly elected FLLCSD Directors should participate in orientation and training sessions provided by the Association of Community Services District.
R8: Money “loaned” from the Fire Department to parks and recreation should be repaid in a timely manner.
Findings & Recommendations 4 findings
F1: The school owns an acre of land that is not being utilized due to funding.
F2: The elevator for disabled is not in working condition.
F3: through F5 El Dorado County District Attorney No Recommendations 35 CRIMINAL JUSTICE (JAIL REPORTS) 36 CRIMINAL JUSTICE COMMITTEE El Dorado County Jail, Placerville Reason for the Report California Penal Code authorizes and directs Grand Juries to inspect and report annually on operations of all public prisons located within the boundaries of each county. Scope of the Inspection Members of the Grand Jury made a comprehensive inspection of the Placerville Jail facility on February 28, 2003. • The Jail Commander briefed jury members on Jail operations; • The Jail Commander conducted a comprehensive tour of the facilities; • Staffing levels were explained and discussed; • Inspection Reports were reviewed; • Recommendations of previous Grand Juries were discussed; • Implementation of those recommendations was explained to and reviewed by the inspecting members; • Grand Jury Reports for 2000/01 and 2001/02 were reviewed. Background The Placerville Jail facility was built in 1988 as a “direct supervision” jail wherein inmates have direct contact with staff. Original plans allow for the future expansion of a second wing. Staffing for the facility totals 103.5. The total is comprised of a Captain responsible for both Placerville and South Lake Tahoe facilities, a Lieutenant in charge of the facility, Correctional Officers, Sheriff Assistants, and Cooks. The staff provides the coverage of the jail facility, the Work Program, Transportation, and the Bailiff/Court Security. The jail facility is adequate and has an oversized booking area and kitchen in anticipating future expansion. The central control booth floor showed excessive wear. The original floor is old, worn and cannot be cleaned. In the main hall an antenna wire was exposed. The jail holds a maximum of 243 inmates and is rarely filled to capacity. When this Grand Jury inspected the facilities, there were 185 inmates comprising of 160 males and 25 females. Of these inmates, 180 were from El Dorado County, four were from Amador County, and one from the U.S. Marshall. Two additional Placerville inmates were being housed in Amador County Jail. In addition there were 23 inmates on the Electronic Monitoring Program.
F5: The District Attorney has not taken any action against any members of Women Helping Women in El Dorado County. Responses Required to Findings
Additional Recommendations 7

Not linked to specific findings.

R1: The elevator should be repaired.
R2: The Jail Commander conducted a comprehensive tour of the facilities;
R3: Staffing levels were explained and discussed;
R4: Inspection Reports were reviewed;
R5: Recommendations of previous Grand Juries were discussed;
R6: Implementation of those recommendations was explained to and reviewed by the inspecting members;
R7: Grand Jury Reports for 2000/01 and 2001/02 were reviewed.
Findings & Recommendations 4 findings
F1: The Library carpet is old, rippling, and disintegrating, thus posing a safety hazard to users and a potential liability to the County. 141
F2: The Print Shop exit sign is not illuminated.
F3: The Print Shop fire extinguisher is partially blocked.
F4: The wall in the southwest corner of the Archival Record Storage area shows evidence of prior water leakage.
Additional Recommendations 4

Not linked to specific findings.

R1: The carpet should be replaced.
R2: The exit sign should be repaired.
R3: The print shop fire extinguisher should be unblocked for easier emergency use.
R4: The possible leakage in the southwest corner of the Archival Record Storage Area should be monitored. Responses Required for Findings
Findings & Recommendations 4 findings
F1: Some of the floorboards in the attic above the office, which is accessible to the museum staff, are substandard and pose a safety hazard and potential liability to the County.
F2: Although fire extinguishers and smoke detectors are visible throughout the main building, there is no fire sprinkler system.
F3: The outside sheds are old and deteriorating.
F4: The outdoor artifacts are exposed to the elements causing deterioration.
Additional Recommendations 8

Not linked to specific findings.

R1: Floorboards in the attic above the office should be strengthened or replaced.
R2: Most outside sheds should be replaced.
R3: All outside artifacts should be under cover and additional space and housing for artifacts are needed.
R4: A modern zoned sprinkler system is needed to protect valuable artifacts and irreplaceable records.
R8: Recode all currently used remotes and change gate pad locks.
R9: Replace or modify the electric gate so it will automatically close after it has been opened.
R10: Replace larger DOT hydraulic lift with the appropriate lift for maintaining the fleet vehicles.
R11: Annual performance evaluations should be completed.
Findings & Recommendations 8 findings
F1: The prisoners’ entrance door is rusting.
Related Recommendations (1)
R1: The prisoners’ entrance door should be repaired and painted.
F2: The prisoners’ entrance wooden door frame is deteriorating.
Related Recommendations (1)
R2: The prisoners’ entrance door frame should be repaired.
F3: The downspouts at rear of the building are not connected to the drainage field pipes. 148
Related Recommendations (1)
R3: The downspouts at rear of the building should be reconnected to the drainage field pipes.
F4: The rain gutters are full of leaves and pine needles.
Related Recommendations (1)
R4: The rain gutters should be cleaned.
F5: The HVAC vents/registers are dirty.
Related Recommendations (1)
R5: The HVAC vents/registers should be periodically cleaned.
F6: The courtroom ceiling tiles are water stained.
Related Recommendations (1)
R6: The source of the water staining the ceiling tiles of the courtroom should be investigated and repairs should be made.
F7: The courtroom and office area walls have cracks.
Related Recommendations (1)
R7: The cracks in the courtroom and office area walls should be repaired.
F8: The drinking fountain fascia plate is improperly attached.
Related Recommendations (1)
R8: The drinking fountain fascia plate should be properly reattached. Responses Required for Findings
Findings & Recommendations 19 findings
F1: First front entry step is too high and there’s a separation between it and sidewalk, creating a potential liability.
F2: The size of the parking lot is inadequate for the use of the building.
F3: The building exterior paint is peeling.
F4: Paint on exterior wrought iron fixtures is chipped and rusting.
F5: The building HVAC vents/registers are dirty and pose health concerns.
F6: The conference room and the map room are cluttered.
F7: The conference room ceiling paint is chipping.
F8: There is a room full of older computer equipment waiting disposition by Information Services.
F9: Hallways are utilized for storing files.
F10: Although there are fire drill procedures, no fire drills have been held.
F11: The building has no fire sprinkler system. District Attorney Annex – Building 226
F12: The exterior walls are cracked.
F13: There is evidence of previous water leaks on the ceiling.
F14: The building HVAC vents/registers are dirty and pose health concerns.
F15: Although there are fire drill procedures, no fire drills have been held. Victim/Witness Program - Building
F16: Ceiling tiles are cracked and/or chipped.
F17: The building HVAC vents/registers are dirty and pose health concerns.
F18: Although there are fire drill procedures, no fire drills have been held.
F19: The premises have no fire sprinkler system.
Additional Recommendations 14

Not linked to specific findings.

R1: First front entry step and sidewalk should be corrected to meet current code requirements.
R2: The building exterior and wrought iron paint should be properly maintained.
R3: The building HVAC vents/registers should be periodically cleaned.
R4: The conference room and map room should be clear of clutter.
R5: The conference room ceiling paint should be properly maintained.
R6: The unutilized older computer equipment should be removed from the building.
R7: Fire drills should be held on a periodic basis. District Attorney – Annex – Building 226
R8: The building HVAC vents/registers should be periodically cleaned.
R9: The exterior walls should be properly maintained.
R10: Water leakage source should be investigated and repaired as needed.
R11: Fire drills should be held on a periodic basis. Victim/Witness Assistance Program – Building
R12: The building HVAC vents/registers should be periodically cleaned.
R13: Cracked and chipped ceiling tiles should be replaced.
R14: Fire drills should be held on a periodic basis. Responses Required for Findings
Findings & Recommendations 8 findings
F1: With the addition of the County Wide-Area Network (WAN), there is no current billing methodology to accurately capture the costs of mainframe-based CPU minutes, and properly allocate these charges to those accessing the data.
F2: Departments are only billed for Central Processing Unit (CPU) minutes when accessing the mainframe for data, and are not charged for hard-drive storage, or for requests of printed reports.
F3: It appears departments are emphasizing the usage of Web browsers to access the mainframe over the cost applied billing methodology that easily identifies the user. This results in less identifiable mainframe CPU minutes through the 3270 Emulation Sessions, and more CPU minutes through the unidentifiable user-based web browser, WAN.
F4: Public access to the mainframe accrues CPU minutes that are indistinguishable from departmental inquiries using WAN. Since these charges are allocated to departments in accordance with mainframe cost applied charges (Policy B-8), the current billing methodology discourages departments from posting and uploading information for the Public to access.
F5: The current Auditor/Controller knew of the alleged trust account deficit since 1995; obviously prior to requesting the Board of Supervisors to authorize covering the account deficit from General Fund monies ($958,000).
F6: The Board of Supervisors reviewed and agreed to transfer allocated monies during 2002/2003 for the deficit trust funds without a full investigation by the Auditor/Controller
F7: All but the Department of Social Service have deficit trust funds that are now accounted for and balanced (See attached Addendum provided by the Auditor/Controller Office).
F8: Funds allocated to Risk Management have on one occasion been utilized to balance the County budget.
Additional Recommendations 5

Not linked to specific findings.

R1: The Board of Supervisors should create new Policies and Procedures that provide for a workable billing methodology for the “County Wide-Area Network” (WAN), and should amend Policy and Procedure B-8 to include charges for measurable uses of resources from Information Services (IS).
R2: New County Policy and Procedures should establish methodologies that account for all the costs associated with WAN, or network related charges, and properly allocate these costs to the users of the system. The Board of Supervisors should work with IS to come up with a solution for this accountability problem. 110
R3: County Policy and Procedures B-8 should be amended to allow for the collection of revenues by IS, for measurable uses of resources, such as print copy, and the utilization of mainframe hard drive space by certain departments. The Board of Supervisors should work with IS to resolve this accountability problem. Responses Required for Findings
R4: Director of Human Resources, the Auditor/Controller, and the Chief Administrative Officer should study and recommend to the Board of Supervisors a new job classification series that would encourage the recruitment of more qualified accounting personnel in the Departments.
R5: Risk Management funds should not be used to balance the County budget.
Findings & Recommendations 11 findings
F1: Some departments encourage employees to cross-train into the field of Information Technology (IT) to avoid the costs associated with the Information Services (IS) department’s programming, training, and PC support services.
F2: IT functions are handled independently by departments, so the total cost to the County for IT equipment and staff are unknown.
F3: Since budgets of departments vary, some departments are able to keep current with technology, while others are incapable of upgrading. 113
F4: In some cases, IS cannot produce or replicate industry specific software and the related service and support, so that departments must utilize outside vendors.
F5: There are no industry-specific requirements found within County departments, which might justify the wide array of email programs in use.
F6: The Board of Supervisors (BOS), Chief Administrative Officer (CAO), IS, and other departments have no venue to which they may refer purchases of multi-department or new systems development projects exceeding $10,000.
F7: The Information Technology Steering Committee (ITSC) is controlled and directed by its members. These members are countywide Departmental Directors, and must abide by County Policies and Procedures A-10 (2) (b) when submitting approval requests for purchases of multi-departmental and new systems development projects exceeding $10,000. By not attending the ITSC meetings, Departmental Directors invalidate the ITSC, and are thus incapable of enforcing decisions by the ITSC on themselves.
F8: In January 2001 and again in 2003, the BOS and the District Attorney’s Office (DA) together signed both the DAMION Software License and Maintenance Agreement contracts without the endorsement of IS through the ITSC.
F9: The DAMION contract was signed in 2001 by the BOS and the DA with full knowledge of a potential security breach for the County.
F10: The DA signed the contract for the DAMION Software License and Maintenance Agreement, and scheduled its submission to the BOS before giving it to IS for their approval.
F11: IS was given insufficient time (6 hrs) to review the DAMION Contract.
Additional Recommendations 7

Not linked to specific findings.

R1: Since IS is in a position to provide the County with improved promotional decisions of IT workers, and provide ongoing testing and training of current technologies, departmental IT staff throughout the County should be trained and under the jurisdiction of the IS.
R2: Since the County stands to benefit from bulk purchasing, the technology budget should be consolidated and shifted to IS.
R3: In the event that the utilization of an outside vendor is required, IS should review hardware, software, and IT-related contracts before the departments go forward with purchases.
R4: IS should establish a countywide standard for both Internet and intranet email applications, along with standards for database and operating systems. 114
R5: The Board of Supervisors should vote to amend Policy A-10 by either dissolving the Information Technology Steering Committee (ITSC) or include language to enforce its duties.
R6: The District Attorney’s Office and the Board of Supervisors should work with IS to ensure the DAMION system is equipped with the proper security tools for protecting the County’s IT data.
R7: The Board of Supervisors should take seriously the recommendations made by IS as they relate to contracts or purchasing decisions, and ensure that departments allow IS reasonable time for this review process.
Findings & Recommendations 20 findings
F1: The roofline corbel brackets and tiles are loose, missing, and/or in poor repair.
Related Recommendations (1)
R1: Roofline corbel brackets and tiles should be replaced or repaired.
F2: Valuable parking space has been lost, due to the danger of falling corbel brackets and tiles.
F3: The parking lot is inadequate.
Related Recommendations (1)
R2: Adequate parking should be provided
F4: Mold and mildew are growing on the shaded exterior side of the building walls and windows.
Related Recommendations (1)
R3: Mold and mildew should be removed from the exterior building walls and windows.
F5: The door and window frames on the exterior shaded side of the building are rusting.
Related Recommendations (1)
R4: Rusted exterior door and window frames should be properly repaired and maintained.
F6: The fire escape metal structure is rusting and the landings are dirty.
Related Recommendations (1)
R5: Rusted fire escape metal structures should be properly repaired and maintained.
F7: The exterior plaster area around basement windows is deteriorating.
Related Recommendations (1)
R6: The exterior plaster area around windows should be properly repaired.
F8: Some exterior wall tiles are damaged.
Related Recommendations (1)
R7: Damaged exterior tiles should be replaced.
F9: The awning over the rear door entry is damaged.
Related Recommendations (1)
R8: The rear door awning should be repaired.
F10: The handicap sign on the front wall near the sidewalk is bent outward and is a potential liability.
Related Recommendations (1)
R9: The bent handicap sign on the front wall near the sidewalk should be replaced.
F11: The security checkpoint is inadequate room for heavy traffic situations.
F12: The space in the three lobbies is inadequate for current use.
F13: The office areas are extremely cramped and lack storage space.
F14: No fire protection sprinkler systems or smoke detectors exist throughout the building.
F15: Some fire extinguisher locations are not clearly marked.
Related Recommendations (1)
R10: Fire extinguisher locations should be clearly marked. R 11. Fire drills should be periodically conducted.
F16: No fire drills are held.
Related Recommendations (1)
R11: Fire drills should be periodically conducted. R12. The lighting fixtures diffusers should be properly installed and/or replaced as necessary. R13. Air circulation should be reviewed to ensure a healthy working environment. R14. When juvenile cares are on calendar, restrooms should be monitored. Responses Required for Findings F1 through F20 El Dorado County Board of Supervisors El Dorado County Department of General Services Chief Executive Officer for Superior Court Responses Required for Recommendations R1 through R14 El Dorado County Board of Supervisors El Dorado County Department of General Services Chief Executive Officer for Superior Court 153
F17: The light diffusers on some lighting fixtures are sagging and ill fitted. In addition, one diffuser is missing in the CASA children’s room. 151
Related Recommendations (1)
R12: The lighting fixtures diffusers should be properly installed and/or replaced as necessary.
F18: Air circulation is inconsistent and makeshift throughout the building.
Related Recommendations (1)
R13: Air circulation should be reviewed to ensure a healthy working environment.
F19: Several employees are concerned about the perceived unhealthy working environment in the building.
Related Recommendations (1)
R13: Air circulation should be reviewed to ensure a healthy working environment.
F20: Employees are concerned that the restroom configuration results in vandalism by the public and inconvenient for them.
Related Recommendations (1)
R14: When juvenile cares are on calendar, restrooms should be monitored. Responses Required for Findings
Findings & Recommendations 19 findings
F1: The building exterior paint is peeling.
F2: The parking lot surfaces are severely checked and cracked. The parking lot surface poses a danger to users and potential liability to the county.
F3: The parking lot directional markings contradict the parking lot traffic flow and are severely faded.
F4: The parking lot is inadequate and limits the full use of the facility.
F5: Sidewalk to exterior patio is cracked and uneven.
F6: The exterior patio is visually uninviting.
F7: The carpeting is stretched with age resulting in long ripples that may be hazardous to users and is a potential liability to the county.
F8: Several doors have been relocated resulting in incorrect signage.
F9: Entry/hallway ceiling tiles are sagging and hanging loose.
F10: The interior paint is showing signs of age and wear.
F11: The building HVAC vents and registers are dirty with the exception of the kitchen.
F12: The hall exit sign to the sidewalk leading to the patio is not illuminated.
F13: The dining room ceiling evidences various stages of leakage which results in a stained saggy condition.
F14: A fire extinguisher is blocked behind the furniture in the dining room storage area.
F15: Hair nets/hats are not worn by all food handlers.
F16: The caulking on the kitchen hand sink is aged, cracked and discolored.
F17: The stairwell to the basement is dirty.
F18: The basement space is utilized, but cluttered. 127
F19: The transit heat shield of the pottery kiln is broken in two, resulting in asbestos fiber exposure.
Additional Recommendations 18

Not linked to specific findings.

R1: The building exterior should be painted.
R2: The parking lot should be repaired and resurfaced.
R3: Directional arrows should show proper traffic flow.
R4: The sidewalk to exterior patio should be repaired.
R5: The carpeting should be replaced.
R6: Incorrect signage should be removed.
R7: Sagging and hanging ceiling tiles in entry/hallway should be replaced.
R8: The interior should be repainted.
R9: All HVAC vents should be cleaned.
R10: The hall exit sign to the sidewalk leading to the patio should be repaired.
R11: The roof should be inspected for leaks and repaired as needed.
R12: The dining room ceiling should be replaced.
R13: The dining room storage area fire extinguisher should be made accessible.
R14: All kitchen food handlers should wear hair nets/hats.
R15: The kitchen hand sink should be re-caulked.
R16: The stairwell to the basement should be cleaned and maintained on a regular basis.
R17: The basement clutter should be addressed.
R18: The broken pottery kiln transite heat shield should be replaced.
Findings & Recommendations 8 findings
F1: The building exterior paint is peeling.
F2: The parking lot surfaces are severely checked and cracked. The parking lot surface poses a danger to users and potential liability to the County.
F3: The parking lot directional markings go against the parking lot traffic flow and are severely faded.
F4: The parking lot is inadequate and limits the full use of the facility.
F5: The laundry room is dirty and cluttered.
F6: The support column in the observation area has sharp edges/corners.
F7: The surveillance system for the lock up rooms for the observation area is inadequate.
F8: The water fountain in hall outside the activity room is inoperative.
Additional Recommendations 12

Not linked to specific findings.

R1: The building exterior should be painted.
R2: The parking lot should be repaired and resurfaced.
R3: Directional arrows should show proper traffic flow.
R4: The support column in the observation area should be padded.
R5: A rubber table should be provided in the observation area.
R6: Surveillance system should be replaced with an updated version to cover the entire area of each lock up room.
R7: The water fountain should be repaired.
R8: The laundry room should be cleaned and maintained on a regular basis. Responses Required for Findings
R9: Were briefed on the Senior Center operations, including the Senior Nutrition program, Storm-window program, and senior activities;
R10: Interviewed various members of staff;
R11: Inspected the building, grounds, and programs;
R12: Reviewed previous Grand Jury reports for year’s 1999/2000, 2000/2001 and 2001/2002 and found no findings or recommendations pertaining to this building.
Findings & Recommendations 4 findings
F1: The parking lot surface is severely checked and cracked. The parking lot surface poses a hazard to users and is a potential liability to the county.
F2: The parking lot directional markings contradict the parking lot traffic flow and are severely faded.
F3: Some hallways are cluttered. 134
F8: through F11 El Dorado County District Attorney Responses Required for Recommendations
Additional Recommendations 6

Not linked to specific findings.

R1: The parking lot should be repaired and resurfaced.
R2: Directional arrows should show proper traffic flow.
R3: All clutter should be removed from hallways when renovation is finished. Responses Required for Findings
R5: The Board of Supervisors should vote to amend Policy A-10 by either dissolving the Information Technology Steering Committee (ITSC) or include language to enforce its duties.
R6: The District Attorney’s Office and the Board of Supervisors should work with IS to ensure the DAMION system is equipped with the proper security tools for protecting the County’s IT data.
R7: The Board of Supervisors should take seriously the recommendations made by IS as they relate to contracts or purchasing decisions, and ensure that departments allow IS reasonable time for this review process.
Findings & Recommendations 20 findings
F1: The building exterior paint is peeling.
F2: The parking lot surface is severely checked and cracked, and poses a potential danger to users and potential liability to the county.
F3: The parking lot directional markings contradict the parking lot traffic flow and are severely faded.
F4: The parking lot size is inadequate and limits the full use of the facility.
F5: Sidewalk to exterior patio is cracked and uneven.
F6: The exterior patio is visually uninviting.
F7: The carpeting is stretched with age resulting in long ripples that may be hazardous to users and is a potential liability to the county.
F8: Several doors have been relocated resulting in incorrect signage.
F9: Entry/hallway ceiling tiles are sagging and hanging loose.
F10: The interior paint is showing signs of age and wear.
F11: The building HVAC vents and registers are dirty with the exception of the kitchen.
F12: The hall exit sign to the sidewalk leading to the patio is not illuminated.
F13: The dining room ceiling evidences various stages of leakage which results in a stained saggy condition.
F14: A fire extinguisher is blocked behind the furniture in the dining room storage area.
F15: Hair nets/hats are not worn by all food handlers.
F16: The caulking on the kitchen hand sink is aged, cracked and discolored.
F17: The stairwell to the basement is dirty.
F18: The basement space is utilized, but cluttered. 128
F19: The transit heat shield of the pottery kiln is broken in two, resulting in asbestos fiber exposure.
F20: Employees are concerned that the restroom configuration results in vandalism by the public and inconvenient for them.
Additional Recommendations 18

Not linked to specific findings.

R1: The building exterior should be painted.
R2: The parking lot should be repaired and resurfaced.
R3: Directional arrows should show proper traffic flow.
R4: The sidewalk to exterior patio should be repaired.
R5: The carpeting should be replaced.
R6: Incorrect signage should be removed.
R7: Sagging and hanging ceiling tiles in entry/hallway should be replaced.
R8: The interior should be repainted.
R9: All HVAC vents should be cleaned.
R10: The hall exit sign to the sidewalk leading to the patio should be repaired.
R11: The roof should be inspected for leaks and repaired as needed.
R12: The dining room ceiling should be replaced.
R13: The dining room storage area fire extinguisher should be made accessible.
R14: All kitchen food handlers should wear hair nets/hats.
R15: The kitchen hand sink should be re-caulked.
R16: The stairwell to the basement should be cleaned and maintained on a regular basis.
R17: The basement clutter should be addressed.
R18: The broken pottery kiln transite heat shield should be replaced.
Findings & Recommendations 5 findings
F1: The City of South Lake Tahoe voters passed Measure Z on November 5, 2002 to add an additional $1 dollar tax to the already existing TOT collection
F2: The City Manager mailed an announcement to all owners or managers of motel, hotel, and vacation rentals that the measure would become effective on December 5, 2002.
F3: The South Lake Tahoe City Council members unanimously voted on December 10, 2002 that these additional tax monies that were collected between December 5, 2002 and January 1, 2003 would not be audited.
F4: The Council vote allowed the lodging industry to retain, refund, or pay the tax for the 26 days that were not being audited.
F5: The City of South Lake Tahoe incurred an estimated loss of approximately $22,038 as a result of the above action.
Additional Recommendations 2

Not linked to specific findings.

R1: The City Council should follow the “six P’s”:Proper Prior Planning Prevents Poor Performance.
R2: The ballot measure, once voted and approved, should have gone into effect within 30 days according to election laws. Responses Required for Findings
Findings & Recommendations 4 findings
F1: Prisoners are transported from South Lake Tahoe to Placerville for dental services.
F2: The correctional officers routinely work 12 hour shifts with substantial additional overtime.
F3: Although $31,860 was appropriated from the Criminal Justice Trust Fund in 1998 and included in the County of El Dorado Proposed Budget and Workplan (General Services Carryover Facility Projects, 98-21 South Lake Tahoe Sheriff Handicap Ramp) necessary improvements to the ramp for the disabled entrance have not been made resulting in continued safety hazard to users and potential liability to the County.
F4: Current camera surveillance in the hallway between the jail and Court Building is not adequate.
Additional Recommendations 4

Not linked to specific findings.

R1: Local dental services should be utilized if appropriate.
R2: Staffing should be adequate to minimize the need for overtime.
R3: The ramp for the disabled should immediately be improved to meet safety conditions and the Americans with Disabilities Act ( ADA) requirements.
R4: Camera surveillance in the hallway between the jail and Court Building should be properly and adequately upgraded. Responses Required for Findings
Findings & Recommendations 4 findings
F1: A complaint languished in the District Attorney’s Office for 15 months before being investigated. 85
Related Recommendations (1)
R1: The District Attorney’s Office needs written procedures and policies for handling and tracking complaints in a timely and professional manner.
F2: Written policy and procedures for handling complaints to the District Attorney’s Office appear to be inadequate.
Related Recommendations (1)
R2: The District Attorney should assign one of his staff to be responsible for community relations to facilitate an open door policy between the public and his office.
F3: Several staff members, including the District Attorney, mentioned the office is understaffed. It appears to be a waste of taxpayer’s monies for attorneys to perform clerical duties and, as a result, not have enough time to respond to the concerns of the public and their prosecutorial duties.
Related Recommendations (1)
R3: All relevant employees in the District Attorney’s Office should be fully trained in the DAMION system.
F4: The DAMION case management system, installed in June 2001, does not appear to be utilized to its full potential.
Related Recommendations (1)
R4: The Mobile Home Task Force should investigate and mediate mobile home park issues. This would seem to be more cost effective than litigation.
Additional Recommendations 1

Not linked to specific findings.

R5: An Ombudsman position for senior issues needs to be established in the Department of Community Services. All matters relating to mobile homes and senior issues should be directed to this office.
Findings & Recommendations 4 findings
F1: Neither SLT nor the TRPA are enforcing the prohibition of transit lodging in Tahoe Keys (area 102).
F2: SLT is collecting Transit Occupancy Tax on the vacation rental homes in the Tahoe Keys (area 102).
F3: SLT has passed further ordinances to regulate, but not ban the use of homes that are used as vacation rentals. These ordinances include the Tahoe Keys (area 102).
F4: In apparent contradiction to TRPA and SLT ordinances houses continue to be rented and taxes continue to be collected.
Additional Recommendations 4

Not linked to specific findings.

R1: SLT should negotiate with TRPA either to change the prohibition against transit lodging in the Tahoe Keys or enforce the existing law.
R2: The SLT ordinance should be rewritten to be consistent with TRPA regarding transit lodging in the Tahoe Keys (area 102). Responses Required for Findings
R3: The CAO should be aware of his or her responsibility among other things. Recognize that El Dorado County is in a state of transition. While we cling to our history, we are also confronted with the reality of change.
R4: The Board of Supervisors shall not authorize payment of money or other compensation for performance of any service or function by a private entity except pursuant to a written contract meeting all applicable requirements of law pertaining to contracts of the County. (a) The Board of Supervisors should not authorize expenditure of County funds for membership dues or assessments in any private organization, unless the Board of Supervisors makes findings of specific public benefits anticipated to accrue to the County as a result of acquiring or renewing the membership. The text of these proposed findings shall be published in the agenda for any meeting at which such an expenditure will be considered.
Findings & Recommendations 7 findings
F1: Adequate space is not available for individual counseling.
F2: The facility needs painting.
F3: The baseboards in the entry, halls and general-purpose gym need to be replaced. 43
F4: Cell #14 door window is cracked.
F5: The HVAC vents in the classrooms are dirty.
F6: No running water is available in the health facility room.
F7: Air packs are not available in case of fire.
Additional Recommendations 7

Not linked to specific findings.

R1: The facilities should be painted.
R2: Baseboards should be replaced as needed.
R3: Cell #14 door window should be replaced.
R4: The health facility room should have running hot and cold water and blankets.
R5: The HVAC vents in the classrooms should be cleaned.
R6: Air packs should be available in Juvenile Hall for life safety and to limit potential liability.
R7: The staff should be trained in the use of air packs.
Findings & Recommendations 5 findings
F1: The undesignated reserve funds are approximately three times the annual operating revenues.
F2: Stumpy Meadows Reservoir is the only source of water for GDPUD.
F3: The district operates with no written personnel procedures or formal policies for employees and their evaluations.
F4: The District has two CPAs. One is an employee, and the other is an hourly consultant.
F5: GDPUD uses an accounting software program called Multiple Operations Manager (M.O.M.), while the Consultant uses Solomon.
Additional Recommendations 6

Not linked to specific findings.

R1: GDPUD should adopt and publicize their policy for accumulating undesignated reserve funds as well as the planned use of the funds.
R2: GDPUD should look into secondary water sources for the anticipated growth within the District.
R3: GDPUD should create a personnel policies and procedures manual. The manual should be updated periodically as required.
R4: There should only be one CPA. The time frame of the contract with the Consultant should be reduced and a termination date established.
R5: For efficiency purposes, there should be one accounting software program. 2
R6: GDPUD should increase treated water storage capacities in the event of equipment breakdown or extended drought cycles. Commendation Management is very proactive in seeking to meet the needs of its customers and appears interested in the overall well being of the community. Responses Required for Findings
Findings & Recommendations 7 findings
F1: The Board of Supervisors delegated responsibility for negotiating the MOU to the Director of Human Resources.
F2: Some El Dorado County personnel have not been evaluated in over eight years.
F3: The majority of Department Directors do not annually evaluate their personnel.
F4: Department Directors are not evaluated in a timely manner.
F5: Human Resources does not perform reference checks on employment applications.
F6: Human Resources does not require submission of transcripts/diploma nor do they contact former employers to verify accuracy of the experience listed on the application.
F7: The Department Directors have the responsibility to ensure that reference checks are conducted and that other pertinent background evaluation are performed.
Additional Recommendations 7

Not linked to specific findings.

R1: The CAO should have an experienced contractor negotiate future Memoranda of Understanding (MOUs).
R2: Director of Human Resources should not be a negotiator for future MOUs, but serve as a technical advisor to these negotiations
R3: County Counsel should be accountable for reviewing all issues contained in MOUs.
R4: The Auditor-Controller should be accountable for reviewing financial aspects for all issues that have a major financial impact on the County.
R5: All Department Directors should be evaluated yearly by the Chief Administrative Officer.
R6: All Department Directors should be responsible for their employee evaluations and held accountable on their evaluation. 88
R7: Human Resources should be responsible for obtaining all records required on application transmittals. (Licenses, college transcripts, diploma’s, etc) Responses Required for Findings
Findings & Recommendations 10 findings
F1: It appears the former Sheriff promoted a Captain to Undersheriff for personal reasons, rather than for the benefit of the County.
F2: The Sheriff authorized the Undersheriff to use accumulated leave from January 31, 2000 through April 28, 2000.
F3: The Undersheriff contacted the Payroll clerks with instructions to change his vacation leave to sick leave.
F4: The 2000/2001Grand Jury reported this Undersheriff was paid 200 hours for sick leave when he was not sick and resulted in the use of accumulated sick leave for which he would not have been entitled to be paid for upon retirement.
F5: The Sheriff, responding to the 2000/2001 Grand Jury Report, said he would investigate the Grand Jury’s finding. If the Sheriff determined that the Undersheriff was not entitled to receive sick leave payment, he would demand repayment of funds.
F6: The Sheriff alleges he sent a letter to the Undersheriff on August 29, 2001, requesting doctor’s documentation. However he failed to follow up on said letter for a period of fourteen months until contacted by this Grand Jury.
F7: The Undersheriff responded in a letter on October 9, 2002 that he was sick during the time in question.
F8: The Undersheriff’s medical records reviewed by this Grand Jury do not appear to substantiate his claim.
F9: A review by this Grand Jury of Sheriff’s Department sick leave records, between January 1999 and November 2002, revealed this apparent abuse of sick leave to be an isolated case.
F10: In January 2003, the County Counsel filed suit against the Undersheriff in small claims court to recover monies owed pursuant to the limitations of said court.
Additional Recommendations 4

Not linked to specific findings.

R1: Procedures should be established, implemented, and followed for obtaining appropriate approval to change any vacation leave to sick leave for all personnel, including management.
R2: Written medical verification required for related sick leave should be obtained in a timely manner. 18
R3: Proper procedures should be established for follow-up of required written medical verification.
R4: County Counsel should review the issues presented and take whatever additional action they deem appropriate.

Additional documents

Documents found alongside this year's reports, not grand jury reports or responses.