Fresno County Grand Jury
2021-2022
Findings & Recommendations
10 findings
F1:
There is a perception among police officer candidates of color that the CPD would not be a welcoming department for them.
Related Recommendations (1)
R4:
The CPD leadership should develop and implement a marketing/recruiting 88 plan to overcome the perception that the Clovis Police Department does not welcome police officer candidates of color no later than March 31, 2023. (F1, F2, F6, F9)
F2:
The demographics for diversity among police officers in the CPD is nearly reflective of the Clovis community, however, much less diverse than its 87 larger community as stated in the Fresno SMSA.
Related Recommendations (3)
R1:
The CPD should commit to a 1, 3, and 5 year incremental plan to reach the level of diversity that resembles the demographics of the Fresno metropolitan area, no later than March 31, 2023. (F2, F6, F9)
R2:
The CPD should identify diversity-value training tools and require it biennially (every other year) for leaders in the Clovis Police Department no later than March 31, 2023. (F2, F6, F9)
R4:
The CPD leadership should develop and implement a marketing/recruiting 88 plan to overcome the perception that the Clovis Police Department does not welcome police officer candidates of color no later than March 31, 2023. (F1, F2, F6, F9)
F3:
There is presently no evidence or reports of explicit discrimination or disrespectful treatment of police officers of color at CPD.
F4:
CPD purports to hire candidates at a higher standard than other agencies.
Related Recommendations (1)
R3:
The CPD should expand their reach for recruiting purposes no later than March 31, 2023. This would encourage recruiting cadets from areas with a higher percentage of persons of color and African Americans in particular. Lateral transfers can be encouraged from those same areas such as Los Angeles, East Bay (Oakland) and San Francisco, for example. (F4, F6, F9)
F5:
Until recently compensation packages for CPD new hire officers were higher than other agencies.
F6:
The CPD is implementing programs to make it more diverse (examples include the Citizens Diversity Committee and their Strategic Plan).
Related Recommendations (5)
R1:
The CPD should commit to a 1, 3, and 5 year incremental plan to reach the level of diversity that resembles the demographics of the Fresno metropolitan area, no later than March 31, 2023. (F2, F6, F9)
R2:
The CPD should identify diversity-value training tools and require it biennially (every other year) for leaders in the Clovis Police Department no later than March 31, 2023. (F2, F6, F9)
R3:
The CPD should expand their reach for recruiting purposes no later than March 31, 2023. This would encourage recruiting cadets from areas with a higher percentage of persons of color and African Americans in particular. Lateral transfers can be encouraged from those same areas such as Los Angeles, East Bay (Oakland) and San Francisco, for example. (F4, F6, F9)
R4:
The CPD leadership should develop and implement a marketing/recruiting 88 plan to overcome the perception that the Clovis Police Department does not welcome police officer candidates of color no later than March 31, 2023. (F1, F2, F6, F9)
R5:
The CPD should seek outside professional advice on developing a strategy and plan to overcome the perception that the CPD does not welcome officers of color, including African Americans no later than March 31, 2023. (F6)
F7:
The CPD follows POST standards for the training of officers in issues regarding implicit bias.
F8:
The FCC Police Academy graduates classes with diversity that reflects the entire Fresno/Clovis metropolitan area.
F9:
The CPD command staff established a diversity strategic plan in January 2018, which has been partially completed to date.
Related Recommendations (4)
R1:
The CPD should commit to a 1, 3, and 5 year incremental plan to reach the level of diversity that resembles the demographics of the Fresno metropolitan area, no later than March 31, 2023. (F2, F6, F9)
R2:
The CPD should identify diversity-value training tools and require it biennially (every other year) for leaders in the Clovis Police Department no later than March 31, 2023. (F2, F6, F9)
R3:
The CPD should expand their reach for recruiting purposes no later than March 31, 2023. This would encourage recruiting cadets from areas with a higher percentage of persons of color and African Americans in particular. Lateral transfers can be encouraged from those same areas such as Los Angeles, East Bay (Oakland) and San Francisco, for example. (F4, F6, F9)
R4:
The CPD leadership should develop and implement a marketing/recruiting 88 plan to overcome the perception that the Clovis Police Department does not welcome police officer candidates of color no later than March 31, 2023. (F1, F2, F6, F9)
F10:
The CPD does not publicly share information on their diversity efforts. Based on its findings, the 2021-2022 Fresno Civil Grand Jury recommends:
Related Recommendations (1)
R6:
The CPD should make their Diversity Strategic Plan available to the public via CPD website and within the City of Clovis’ mobile application by March 31, 2023. (F10)
Findings & Recommendations
3 findings
F1:
The Fresno County Charter, Section 41 (see Appendix 1, B), does not specifically state what actions constitute a conflict-of-interest for County employees. The Fresno County Board of Supervisors (“Board”) agrees with the finding.
Related Recommendations (1)
R1:
The County Board of Supervisors should propose the repeal of County Charter, Section 41 in favor of reliance on established California ethics laws, during the next County-wide general election. (Not later than November 2024) (See F1 and F2) 39 The recommendation will not be implemented because it is not warranted. Regardless of County Charter, Section 41, the County, and its staff and officers, abide by California ethics laws, and guidance is provided to County officials and employees beyond the County’s charter, specifically related to ethics.
F2:
The Grand Jury recognizes the energy and effort that is necessary to repeal the County Charter, Section 41. However, it is felt that the current situation of both a County Charter Section and conflicting State statutes is cumbersome, unnecessary and inefficient. The Board disagrees partially with the finding; specifically related to the necessity to repeal County Charter, Section 41. As noted in Appendix 3 of the report, the County’s Department of Human Resources has implemented, or is in the process of implementing initiatives related to conflict-of-interest processes and training for County officials and employees.
Related Recommendations (1)
R1:
The County Board of Supervisors should propose the repeal of County Charter, Section 41 in favor of reliance on established California ethics laws, during the next County-wide general election. (Not later than November 2024) (See F1 and F2) 39 The recommendation will not be implemented because it is not warranted. Regardless of County Charter, Section 41, the County, and its staff and officers, abide by California ethics laws, and guidance is provided to County officials and employees beyond the County’s charter, specifically related to ethics.
F5:
There was no single specified official, office or counselor for a County official or employee to consult regarding a real or potential conflict-of-interest. The Board disagrees partially with the finding; specifically related to the lack of an office or counselor for a county official or employee to consult regarding a real or potential conflict-of- interest. As provided in Board of Supervisors Administrative Policy No. 1 – Conflict of Interests, the County Counsel’s Office provides guidance to County officials and employees. The County is, however, undertaking additional training in governmental ethics with all employees, including developing a requirement that a broader range of management and financial employees take the bi-annual AB 1234 ethics training. In addition, when inquiries are made related to conflicts of interest, employees are encouraged to discuss specifics with the California Fair Political Practices Commission, via email or phone, as noted on the Statement of Economic Interests Form 700 cover.
Related Recommendations (2)
R3:
The County Board of Supervisors should appoint a public official, Department or counselor, specifically designated to review possible conflict-of-interest situations and make recommendations to the County officers and employees or Departments involved and for them to act accordingly. This should be accomplished by December 31, 2022 (See F5) The recommendation will not be implemented because it is not warranted. County officers and employees or departments are able to consult with the County Counsel’s Office regarding real or potential conflicts of interest. The County is increasing training and modifying its Administrative Policy No. 1 – Conflict of Interests to provide more clear direction for employees and increasing the requirement for a broader range of management and financial employees to take the AB 1234 ethics training regularly.
R4:
The County Board of Supervisors should appoint a County Ombudsman and develop a process to receive ethics complaints which will protect the private citizen, public official, or employee bringing the complaint to light. This should be accomplished by December 31, 2022 (See F5, F6 and F7) The recommendation will not be implemented because it is not warranted. Existing laws already protect citizens and County employees who report matters that constitute legal or ethical matters. The County incorporates this reporting function in its management structure, but also provides employees with alternate avenues to report suspected violations through the District Attorney’s Public Integrity Unity, the County Counsel’s Office, the County Administrative Officer, or the Human Resources Department. With the additional training in ethics laws and how such matters are to be handled being implemented by the County, the County does not consider the addition of a new position to handle such complaints to be necessary at this time. 40 41 42 43 44 45
Findings & Recommendations
6 findings
F1:
The Fresno County Elections Office staff is well trained to handle elections efficiently and securely.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
F2:
Voter rolls are maintained to the best of the department’s ability.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
F3:
Vote-by-mail procedures are being implemented in conformance with state regulations.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
F4:
Ballot boxes and ballot chain of custody were found to be secure.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
F5:
The Dominion Voting System is secure and is monitored and updated regularly to assure accuracy.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
F6:
The Elections Department website is well maintained and user friendly. Commendation: The Grand Jury commends the Fresno County Elections Office for its integrity, smooth and efficient operation, secure vote-counting system and commitment to ensuring that each eligible voter can cast a ballot that is counted accurately.
Related Recommendations (1)
R1:
The Board of Supervisors should recognize the importance of maintaining the commendable integrity of the Fresno County voting process by providing the resources requested by the Registrar of Voters during the 2022-2023 budget process. (F1 - F6) 52
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Findings & Recommendations
5 findings
F1:
The Departments of Internal Services and Public Works and Planning are meeting the needs and requirements for the County with the maximum efficiency and minimum disruption to County programs while maintaining maximum integrity in the purchasing process.
F2:
County risk management officials have listened to the concerns of contractors about the mandatory insurance minimums and have taken prompt action to provide needed flexibility in a difficult situation.
Related Recommendations (1)
R2:
Purchasing Managers should be given the flexibility to abate all or part of the mandatory insurance requirements, in consultation with County Risk Management, to maximize the participation of local and small businesses. (Not later than November 2023) (See F2, F3 and F4)
F3:
County risk management works with County purchasing agents to tailor insurance minimums to the needs of the job requirements, the County and the contracting community.
Related Recommendations (1)
R2:
Purchasing Managers should be given the flexibility to abate all or part of the mandatory insurance requirements, in consultation with County Risk Management, to maximize the participation of local and small businesses. (Not later than November 2023) (See F2, F3 and F4)
F4:
The County risk managers, in cooperation with County purchasing managers are developing a matrix for general liability and professional liability insurance requirements, to determine what limits of liability are appropriate for each contract.
Related Recommendations (1)
R2:
Purchasing Managers should be given the flexibility to abate all or part of the mandatory insurance requirements, in consultation with County Risk Management, to maximize the participation of local and small businesses. (Not later than November 2023) (See F2, F3 and F4)
F5:
The County purchasing process operates commendably in the best interest of Fresno County, its citizens, and the contracting community to ensure the broadest possible pool of potential contractors from which to choose. 98
Additional Recommendations
1
Not linked to specific findings.
R1:
The Fresno County Board of Supervisors should encourage the continued development of a risk management matrix for mandatory liability insurance requirements and utilize the risk matrix to determine what limits of liability are adequate for each contract. (Not later than November 2023) (See F3 and F4, and R1 and R2)