Humboldt County Grand Jury
2007-2008
Findings & Recommendations
6 findings
F1:
There is no policy or procedure for annual written job performance evaluations for department heads appointed by the Board of Supervisors.
F2:
There is a lack of clarity among the Board of Supervisors and subcommittees as to who is responsible for evaluation of appointed department heads.
F3:
No evaluation of the Chief Administrative Officer is conducted by the Board of Supervisors on a regular basis.
F4:
The HCCF sobering cell is primarily constructed of concrete surfaces and is only partially padded.
F5:
The Humboldt County Sheriff Department’s policy and procedure for booking and sobering cell procedures is well written, but may not have been completely followed with regards to Cotton’s last incarceration.
F6:
Eureka Police Department’s policy and procedure may not have been completely followed during Cotton’s arrest.
Additional Recommendations
6
Not linked to specific findings.
R1:
The Board of Supervisors adopts policy and procedure for annual written job performance evaluations for all department heads who report to the Board of Supervisors. Policy to include that such evaluation is kept as part of the employee’s permanent personnel file.
R2:
The Board of Supervisors should either conduct regular performance evaluations through a subcommittee of the board or do what is necessary to direct the Chief Administrative Officer to conduct performance evaluations, with the authority necessary to make the process timely and effective. Such direction to include making the evaluations part of the employee’s personnel file. 10
R3:
Conduct an annual evaluation of the Chief Administrative Officer, at which time goals consistent with the priorities of the board can be established. Grand Jury Report # 2008-AF-03 Office of Emergency Services Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: The Grand Jury reviewed the Office of Emergency Services (OES) and its role in coordination of services and agencies in the event of disaster. Office of Emergency Services The Office of Emergency Services is located in the basement of the Humboldt County courthouse in Eureka. It houses a complete communications center with emergency power to operate in the event of an electrical outage. The equipment is well organized and maintained although working space is limited and there is no room for expansion. The OES director maintains his office at this location and is responsible for daily operations and the coordination of services in the event of disaster. OES is an arm of the sheriff’s department and the resources of that department are available to OES. The sheriff and the OES director are prepared to mobilize emergency equipment and materials county-wide, as necessary. Assistance includes the provision of trained personnel and equipment and taking the lead in coordinating interagency resources. Request for mutual aid from outside the county, such as from the State Office of Emergency Services, are routed through the county OES. The OES offers training by state and federal personnel to maintain expertise and readiness. This includes specific training in communications protocol and the coordination of emergency services. The Department of Homeland Security previously provided resources to OES, including $250,000 for the purchase of a state-of-the-art emergency van known as the Mobile Command Center. This special communications center is controlled by the Humboldt County Sheriff Special Services Department. Several individuals receive mandatory periodic training in the operation of the command center. The Mobile Command Center is available for use by various agencies including law enforcement, fire departments, and the health department. The mobile unit is equipped to operate in remote areas. Emergency Support Agencies Several public and independent agencies offer valuable service in the event of disaster. Two volunteer agencies, the American Red Cross and the local Ham Radio Operators Club, were visited by jury members. The American Red Cross is a private organization working with individuals, schools, and civic groups. It trains volunteers to prepare for emergencies and provides orientation to individuals responding to disaster. Organizing an effective response, when communications are lost or roads are impassable, requires knowledge, training, and practiced crisis skills. Approximately eighty volunteers have received disaster training and are ready to support OES in times of emergency. The Red Cross stores emergency supplies throughout the county and maintains two mobile units, each equipped with medical supplies and staples. The main office, located at 406 11th Street in Eureka, is also equipped with Ham radio equipment. Current information regarding earthquakes, tsunamis, and other disasters is available at http://humboldtredcross.org. Local Ham radio operators provide a free valuable service in times of disaster. They have operated in Humboldt County since 1947. The Eureka Ham Radio Operators (EHRO) function as a communication center in times of major emergencies. During major emergencies, at least one operator is stationed at the OES center. Ham operators must learn radio theory and pass an exam before they are licensed. There are about eight hundred Ham operators in Humboldt County. For more information about EHRO, visit http://www.humboldt-arc.org. The Community Emergency Response Team (CERT) was a concept developed in Southern California after the Whittier Narrows earthquake. The Federal Emergency Management Agency (FEMA) recognized that citizens will have to provide for their own needs during a catastrophic disaster and a need exists for training in survival and rescue skills. In 2003, FEMA directed Homeland Security to make CERT available to communities nationwide. The purpose was to harness the power of individuals through education, training, and volunteer services. Funding from Homeland Security initially went directly to counties. That is no longer the case. CERT is no longer organized in Humboldt County as the state now controls and allocates available funding. The aforementioned organizations work together to insure citizens will be served in the event of natural disaster or other emergencies. Grand Jury Report # 2008-CD-01 Sewer Treatment Systems Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ The Sewer District Management of Manila and Shelter Cove shall respond to Finding and Recommendation 1.
➢ The City Managers of Arcata, Blue Lake, Eureka, Ferndale, Fortuna, and Rio Dell shall respond to Finding and Recommendation 1. Report: The Grand Jury studied sewer treatment systems including those serving Arcata, Blue Lake, Eureka, Ferndale, Fortuna, Manila, Rio Dell, and Shelter Cove. The jury discovered a common problem involving Inflow and Infiltration (I & I). The aging infrastructure and I & I are negatively impacting the wastewater treatment plant (WWTP) of each sewer system. The Grand Jury, in its investigation, concluded the problem exists systemically with all Humboldt County sewer districts. Inflow is the immediate introduction of rainwater into a sewer collection system. Inflow is caused by roof drains and/or storm drains improperly connected to the sewer collection system, or by breaks in main sewer lines allowing rainfall to quickly enter the system. Infiltration is the siphoning of rainwater into the sewer collection system through small cracks or leaks during periods of sustained heavy rainfall. Many older homes have sewer lines constructed of terra cotta tile pipes laid end-to-end. Over time, the grouted joints develop cracks through which water is pulled into the sewer system when the ground is saturated. During winter months, when rainwater and surface run off are at their highest flows, the sewer treatment plants struggle because of I & I. In some systems, the flow can be as much as five times the normal summer rate. Many systems have infrastructure containing sewer lines in excess of fifty years old. Several of the systems studied are so deteriorated that building a new sewer collection grid is the only effective solution. In extreme circumstances involving imminent threats to public health, grant money may be available for infrastructure upgrades. In the absence of grant money, the management is forced to increase user rates to pay for upgrades. The rate increases must also reflect the increasing cost of system operation and maintenance over the useful life of the improvements. Sewer systems are designed to treat wastewater, not excessive amounts of rainwater. Successfully addressing the I & I problem requires long-term planning and on-going efforts. This is not only to mitigate the negative impacts of the I & I, but also to satisfy the state regulatory North Coast Regional Water Quality Control Board (NCRWQCB). In recent years, the NCRWQCB has aggressively enforced regulations. Large fines and moratoriums on new sewer connections, due to water quality violations related to high I & I flow rates, have negative impacts on home construction and business development. Wastewater treatment plants operated by large cities or districts normally have more financial resources available. They can typically afford to hire professional managers and engineering firms for necessary technical assistance involving the ever-growing complexities in operating municipal wastewater systems. Smaller systems have limited resources and are at a disadvantage. Management responsibility often falls on volunteer boards in the community, not paid professionals larger systems can afford. Many of the functional issues facing small districts are the same ones facing larger districts, but the small district cannot always afford to hire adequate staff. As each special district is independently operated, it individually contracts with different engineering firms for technical advice and long-term planning. Consistency in such services is 13 sometimes interrupted by changes in local political will resulting in changes to district leadership. Inconsistency in leadership can be problematic when dealing with the technical aspects of WWTP operation and planning. The Grand Jury received testimony regarding potential benefits of consolidating certain elements of small sewer system management. Joint efforts by cities, special districts and the county are not new. Sewer districts are political subdivisions of the county and have the ability to become part of a Joint Powers Authority (JPA). In the early 1990’s, several small cities, sewer districts, and the county worked toward the establishment of a JPA to manage and operate a centralized sewer sludge compost site. Although those efforts did not come to fruition, the example can be used to facilitate long-term planning to reduce the impact of I & I on our local WWTP's. Economies of scale could be realized by the consolidation of engineering services. Local governing board members could then be free to act in an advisory capacity and not burdened by technical aspects of long-term planning. Further study is needed to determine whether other elements could be similarly consolidated, such as human resources, billing, and customer services. As a possible model, Lake County has a separate department operating many of their special districts, including sewer districts.
R4:
Upgrade the sobering cell to include padding or redesign of all surfaces where inmates can potentially injure themselves.
R5:
BLSD administration hampered the charter school renewal process: It was alleged BLSD disseminated false information and failed to cooperate during the accreditation process. The Grand Jury found the allegation unsubstantiated. The burden of completing the renewal process belongs with the charter school administration, not with the BLSD administration. There was further evidence the BLSD administration actually assisted in the accreditation process. Conclusion: Upon completion of the investigation, the Grand Jury found no substantiation of the aforementioned allegations. In some instances, the contrary was found. There are no recommendations. Grand Jury Report # 2008-HS-02 Humboldt County Suicides Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Necessary Report: The Grand Jury conducted an investigation into the incidence of suicide in Humboldt County. Law enforcement and mental health agencies have different functions and responsibilities in addressing the problem. The jury interviewed the coroner’s office, law enforcement, and mental health officials in completing their inquiry. Law Enforcement When law enforcement is called to investigate a person in danger of committing suicide as exhibited by actions or statements, they may take the subject into custody under California Welfare and Institutions Code 5150. The person is then taken to a mental health facility for up to seventy-two hours for evaluation and treatment. When law enforcement is called to investigate a suspicious death which is determined to be suicide, they turn further inquiry over to the coroner’s office. The coroner reports on all suicides and gathers data pertaining to the victim’s cause of death, age, and background. Each suicide case report, completed by the coroner, is provided to and reviewed by the Humboldt County Department of Health and Human Services (DHHS), Mental Health Branch (MHB). Department of Health and Human Services, Mental Health Branch The MHB maintains a twenty-four hour, seven days-a-week hotline at 445-7715. If it receives information of a person at risk, law enforcement is contacted and provided all pertinent information for a welfare check. MHB personnel respond to assist police when they have the available resources. The Mental Health Services Act (MHSA), enacted in 2004, provides funds to the MHB to assist in expanding and developing mental health services. Within the context and strategic plan of the DHHS and MHB, the following initiatives for planning and implementation have been developed: • Suicide prevention and early intervention program • Program concerning youth identified with mental illness • Program aimed at reducing stigma and discrimination associated with mental illness DHHS recognizes that MHSA provides the opportunity to engage interested agencies in initiatives concerning suicide and suicide prevention, an issue which affects the entire community and requires a community response. The MHB and law enforcement are presently taking on a proactive roll in suicide prevention. Statistics The Jury obtained the following information, from the coroner, on suicides for 2006, 2007, and a portion of 2008: • Humboldt County is in the top ten per capita for suicides in California. • In 2006, there were thirty-four suicides as follows:
▪ fourteen females
▪ twenty males
▪ average age of forty-six years
▪ eight with prior mental health agency contact
▪ twelve cases were alcohol or drug related 21 • In 2007, there were twenty-two suicides as follows:
▪ four females
▪ eighteen males
▪ average age of fifty-two years
▪ six with prior mental health agency contact
▪ twenty cases were alcohol or drug related • In 2008, up to April 8th, there were eleven suicides as follows:
▪ two females
▪ nine males
▪ average age of forty-three years
▪ one with prior mental health agency contact
▪ two cases were alcohol or drug related Grand Jury Report # 2008-HS-03 Services for Children in Humboldt County MENTAL HEALTH CHILD COURT WELFARE APPOINTED SERVICES SPECIAL ADVOCATES PUBLIC CHILD HEALTH ABUSE SERVICES TEAM FOSTER CARE Environmental Remi Vista Foster P arent Alternatives Association 22 Executive Summary: This report covers elements of the organizational safety net provided for abused, indigent, and neglected children in Humboldt County. The involved agencies include local child welfare services, foster care services, public and mental health services, a child abuse investigation team, and a special advocates program. What began as an investigation of a complaint from within the system evolved into an overview of the system. Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Necessary Child Welfare Services: Child Welfare Services (CWS), a division of the Department of Health and Human Services (DHHS), is faced with the difficult task of providing adequate services to Humboldt County’s children in need. There are ever-present challenges associated with funding sources, budget cuts, and staffing of existing, mandated, and new programs. To remedy some of these problems, six formerly independent departments were consolidated into DHHS. The consolidation resulted in saving and enhancing valuable health and human services. The increased flexibility of intra- departmental budgeting greatly assisted the process. The Grand Jury received conflicting testimony concerning success of the consolidation as it pertains to CWS. A significant caseworker turnover rate continues to be the most cited reason for problems associated with lack of adequate services to affected children and families. According to the Grand Jury’s 2003-04 report, “First-level supervisors are generally available and supportive to caseworkers, but caseworker communication with supervisors at the second, third, fourth, and fifth (top) levels are [sic] discouraged”. It should be noted CWS workers throughout the state have reportedly high levels of job stress and Humboldt County is no different. According to testimony, stress, heavy workloads, and low pay make it difficult to retain caseworkers. The jury was encouraged by evidence of upper-level management’s awareness and desire to improve communication to help reduce stress. Negotiations are under way to raise caseworker pay, hopefully improving recruitment and retention. Caseworkers have the closest contact with children in need and are the backbone of the system. Their role in assessment and case management is critical to the success of the services. Foster Care Services: It is a traumatic experience when courts, law enforcement, or CWS removes a child or children from their birth parents. Children need adults who are stable and consistent, a role many foster parents provide. Foster parents are of different ages, ethnicities, and income levels. They assume responsibility for providing food, clothing, shelter, love, guidance, structure, and appropriate discipline. Foster parents receive minimal financial support from government agencies. Caseworker turnover, changing foster homes, and a shortage of specially trained therapeutic and educational staff contributes to difficult challenges for children and foster parents. Mentoring and annual training for foster parents has improved the foster care system, but more information and training is needed for coping with at-risk and special needs children. With each placement, the foster parent is to receive a health and education background of the child. New foster parents are not always given the child’s history in a timely manner, which is crucial in establishing a positive new environment. Because of the tremendous need for foster care, Humboldt County has contracted with non-profit private agencies including Environmental Alternatives and Remi Vista. These agencies provide additional caseworkers for each child and support for the foster parents. The Foster Parent Association is available for additional support and information. Mental Health: According to staff, the county is striving to provide a hundred percent assessment of foster children to determine mental health issues. There is also a $3,000,000 expansion fund recently set aside for a county mental health program for minors. The Mental Health Branch has plans for a crisis residential center to serve minors, with mental health issues, who require additional help but not necessarily hospitalization. Minors could stay at the crisis center for up to thirty days and be provided better skills to live independently. The first phase of the plan includes hiring three mental health clinicians, one supervising clinician, and ten caseworkers. The county is now recruiting for these positions. A minor placed at the Sempervirens mental health facility must have continual supervision. An outside security service generally provides this service at an additional cost to the county. If an adult inmate is admitted to the facility, the minor must be removed and transported out of the county for treatment, or released. This is also an added expense to the county. Public Health: The Humboldt County Public Health Branch (PHB) receives approximately $490,000 annually from the Department of Health and Human Services. It also receives money from the state through various grants used for special programs for youth. Other programs available for children include bicycle safety, swimming safety, substance abuse prevention, and car seat safety instruction. The PHB has an acquired immune deficiency syndrome (AIDS) and human immunodeficiency virus (HIV) unit for education, screening, surveillance, and testing of children. The PHB also facilitates numerous other health related programs for children including but not limited to immunizations, flu shots, a premature infant program, and a disabled child program. Many fees are on a sliding scale. No one is turned away due to financial difficulty. The PHB also functions as the county’s environmental health agency, facilitates the WIC (women, infants and children) nutrition program, organizes domestic violence programs, and youth driving safety programs. The public is encouraged to visit the PHB website for additional information. Child Abuse Services Team (CAST): The Child Abuse Services Team (CAST) began in Humboldt County in 1997, under the direction of the district attorney’s office. It is a multi-disciplinary approach to investigating child abuse cases. One purpose of CAST is to avoid multiple interviews by different professionals at various times and places. The duplication of interviews can be difficult for the child victim. In 2006, Humboldt County assigned a deputy district attorney and coordinator to insure all necessary specialists are present when victim interviews are conducted. This coordinated approach enables social services, law-enforcement, medical providers, therapists, the victim/ witness coordinator, and other advocacy groups to collaborate on investigations. Timely completion of the investigation process benefits all concerned, especially the child and family. The victim interview environment is non-threatening as possible. There is an area for the family, supplied with toys and games. This assists in providing a more comfortable surrounding for the child. All involved parties are given detailed information about the interview process. Bilingual counselors/ interviewers are provided when appropriate. Trained staff and volunteers offer parents and family members support and counseling. Funding may be available if continued services are needed. Court Appointed Special Advocates (CASA): Court Appointed Special Advocates, who are volunteers, provide consistency in a child’s environment when foster parents or caseworkers suddenly change. Weekly contact with the same CASA volunteer helps assure the child that someone truly cares. In court appearances, the CASA volunteer represents the interests of the child during a potentially confusing and frightening experience. The pleasant atmosphere of new Eureka CASA center is helpful. Each year, CASA serves about half of the approximately three hundred children in the foster care system in Humboldt County. Conclusion: The Grand Jury commends the Department of Health and Human Services and its staff, as well as the other organizations mentioned in this report. The Grand Jury recognizes their innovation and continued efforts in providing Humboldt County with high quality and consistent services to the best of their ability. Grand Jury Report # 2008-JL-01 Coroner and Public Administrator Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury visited the coroner’s office on October 22, 2007. The coroner, an elected official, administers an efficient and task-oriented service in spite of space limitations. Additional space would be helpful and some remodeling has been considered. The Grand Jury supports any attempt to provide additional workspace. County-provided janitorial service is minimal and the coroner’s office contracts with a private service to maintain its high level of sanitation. The coroner’s office is staffed with three sworn deputies to help the coroner in his investigations and three autopsy technicians are on-call to assist the pathologist. A local pathologist was recently contracted to perform the majority of autopsies required by the coroner. This will reduce the cost of transporting bodies outside Humboldt County. Although the pathologist is not board certified, his experience should serve the county well. Should greater forensic expertise be necessary, Humboldt County has an agreement with coroner’s offices in Sonoma and Shasta Counties. In addition, a forensic medical group is available in the city of Fairfield. The coroner conducts numerous criminal investigations as part of his law enforcement responsibilities. Of approximately seven hundred and fifty deaths last year, only a small number required investigation and sixty warranted autopsies. The morgue can accommodate twenty-nine corpses and has contingency plans to handle more if necessary. The autopsy room is well organized, well supplied, and sterile. No odors were detected in the facility. In addition to routine autopsies, the facility is rented about twenty times annually by two different tissue donor agencies, the Northern California Transplant Bank and the University of California San Francisco, as part of a statewide program. The two agencies provide their own personnel. The rental monies benefit the coroner’s office. In Humboldt County, the Coroner/ Public Administrator is an elected office and one person serves both capacities. The County Coroner/ Public Administrator must adhere to a mandated statutory fee schedule and the Probate Code, both of which are set by the State of California. Public administrator duties require approximately twenty-five percent of the coroner’s time. The money derived from court directed estate probates goes into the coroner’s Revenue Fund. This arrangement has generated revenue averaging $100,000 annually over the past six years. It represents close to twenty-five percent of the coroner’s total budget, with the Humboldt County General Fund providing the remainder. The coroner and his staff are commended for their high level of professionalism and for services provided to the County of Humboldt. Grand Jury Report # 2008-JL-02 Fortuna Police Department and Animal Holding Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required 26 Fortuna Police Department: On October 1, 2007, pursuant to California Penal Code, Section 919(b), the Grand Jury conducted its annual inspection of the Fortuna Police Department facility located at 621 11th Street. The overall appearance of the building, which also houses city of Fortuna offices, is well maintained. Due to a projected need for larger space, there are plans to construct a new facility. The department is staffed with fifteen sworn officers and nine support personnel. The current space includes a reception area, offices, a conference/ interrogation room, dispatch room, basement squad room, and a secure evidence storage area. No bedding or meals are provided for persons held in the two holding cells because detainees are transported to the Humboldt County Correctional Facility within an hour of arrest. A video system is used to monitor the detainees until transport. The facility is cleaned daily by city of Fortuna staff. It has a well-stocked first aid kit and several fire extinguishers readily available. Three fire exits are clearly marked and accessible. Fortuna Police Department Animal Holding Facility: The recently enlarged Fortuna Police Department Animal Holding Facility, located at the city Corporation Yard, was also toured. Animals are temporarily housed at the facility prior to being claimed by owners or transported to Miranda Animal Rescue. The city has a contract with Miranda Animal Rescue to accept stray and unclaimed pets. The city facility is clean and well kept. In addition to a small office, there are six indoor pens and three larger outdoor areas. The City of Fortuna is commended for its successful management of animal control. Grand Jury Report # 2008-JL-03 Ferndale Police Department Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury visited the Ferndale Police Department (FPD) on September 11, 2007. FPD consists of a chief of police with over twenty years law enforcement experience, three full-time officers, and a reserve officer. Communication systems are adequate and emergencies are well handled. After hour emergencies go directly to the Fortuna Police Department dispatcher and then forwarded to the FPD chief or his designee. The chief is rarely far from radio contact. Fortuna Police Department serves as backup for FPD. This arrangement works well. There are no holding cells at FPD. Initial questioning is done in a police vehicle or at the station. If necessary, the subject is taken to the Humboldt County Correctional Facility for booking and confinement. The Grand Jury observed that records are well organized and evidence is secure and professionally handled. The FPD heavily relies on the College of the Redwoods Police Academy for staffing. Newly sworn officers complete a field training program and serve a one-year probationary period. Training is an ongoing challenge and requires flexibility from the entire staff. The FPD meets the requirements of the community. Grand Jury Report # 2008-JL-04 Humboldt County Sheriff’s Department: Hoopa Station Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury inspected the Humboldt County Sheriff’s Department Hoopa Station on October 4, 2007. The facility is small and appears efficiently operated. It serves an important function in the community and is additionally used by the California Highway Patrol and Hoopa Tribal Police. The Hoopa station is located on tribal land. Communication systems are adequate and evidence is handled in a secure and timely manner. The two holding cells are clean, but rather dark. One holding cell light fixture needs repair. The holding cells are sometimes used for overnight confinement. They are primarily used for temporary holding during booking procedures prior to transport to the Humboldt County Correctional Facility in Eureka. The facility does not have adequate janitorial services as noted in previous Grand Jury reports. The garage area reflects a lack of custodial attention. Grand Jury Report # 2008-JL-05 Trinidad Police Department Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury visited the relocated Trinidad Police Department (TPD) on February 11, 2008. The facility, a remodeled home, is spacious and suitable for police operations. The building is handicap accessible and well maintained. There are no holding cells. Police vehicles are sometimes used for confinement until a suspect is transported to the Humboldt County Correctional Facility. The TPD has an excellent communication system that allows for rapid response to calls. The department has adequate equipment. TPD has two full-time officers and two part-time officers. They also have a part-time records clerk and evidence manager. The chief of police has served the department for seven years. There are currently no reserve officers. Negotiations are underway for a graveyard shift to be funded by Cher-Ae Heights Casino. Staff turnover is not a major concern due to the chief’s structuring of the department. This enables TPD to pay a slightly higher salary than like-sized departments. TPD contracts with Humboldt County Sheriff’s Department dispatch for after- hours coverage. The sheriff’s department provides back-up when requested. Grand Jury Report # 2008-JL-06 Humboldt County Sheriff’s Department: McKinleyville Station Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury inspected the Humboldt County Sheriff’s Department McKinleyville Station on September 24, 2007. The station provides law enforcement services to the residents of McKinleyville, Fieldbrook, Westhaven, Orick, and all unincorporated areas of North Arcata. The community-funded building is well maintained. There is ample space, 1,800 square feet, for staff and evidence storage. There is a community conference room in the building. The communication system is excellent. The facility has no holding cell. Suspects are transported to the Humboldt County Correctional Facility for booking. The facility is staffed with one lieutenant and eight deputies. There is an officer assistant on site Monday through Friday from 8:00 a.m. to 4:00 p.m. Public access is good. Sheriff’s Citizens on Patrol maintain an office in the building. Non-emergency calls may be made to the station during business hours. Emergency calls are handled by the sheriff’s dispatch center. A phone for emergency calls is located outside the building. The Grand Jury commends the Humboldt County Sheriff’s Department in its efforts to increase service to the northern county communities. Grand Jury Report # 2008-JL-07 Arcata Police Department Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury conducted an inspection on September 24, 2007 of the Arcata Police Department. The facility is clean. It is maintained by the city Public Works Department. The overall appearance of the building is good. The Arcata Police Department has one holding cell which is only used for short periods of confinement. When necessary, suspects are transported to the Humboldt County Correctional Facility. There is a large and secure evidence room maintained by an evidence technician. The dispatch center is well equipped, maintained by police personnel, and operates twenty-four hours. There is an emergency phone on the outside of the building, connecting to the dispatch center. Public access to the building is controlled from within the facility. Grand Jury Report # 2008-JL-08 Humboldt County Sheriff’s Department: Garberville Station Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury visited the Humboldt County Sheriff’s Department Garberville Station on October 11, 2007. The building is old, but in good condition and reflects on-going maintenance. The facility has three holding cells, two with beds. The lighting is minimal. The cells are used for short stays until, if necessary, suspects are transported to the Humboldt County Correctional Facility. The Garberville station is staffed with one sergeant and five deputies. There is a current restructuring plan to provide an additional deputy which would allow for twenty-four hour coverage. The plan also provides for an on-site officer assistant, Monday through Friday. This could make the station more efficient and provide greater public access. Other agencies using the Garberville facility would find this additional staffing helpful. Until the new position is in place, the Garberville station is only occasionally staffed. There is currently a telephone outside the station that connects directly to the Sheriff’s Department in Eureka. Evidence is secure and handled in a timely manner. When no longer needed on-site, it is transported to the Eureka evidence facility. It should be noted the Humboldt County Sheriff’s 30 Department has made improvements to the facility and is working toward improving the level of service in the Garberville area. Grand Jury Report # 2008-JL-09 Eel River and High Rock Conservation Camps Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: Members of the Grand Jury visited the Eel River #31 and High Rock #32 Conservation Camps on March 24, 2008. The camps are jointly operated by the California Department of Corrections and Rehabilitation (CDCR) and California Department of Forestry and Fire Protection (Cal Fire). This partnership has existed for over fifty years. The Eel River camp encompasses over one hundred twenty acres and has a maximum capacity of one hundred thirty-two inmates. A 21,000 square foot warehouse is located on the property and capable of supplying ten of the nineteen camps in Northern California. The High Rock camp, located on six acres, averages about one hundred five inmates. The camps have no fences and are located in rural settings. Escape attempts are rare and usually unsuccessful. No firearms are carried by officers at the camps, but are available should the need arise. The primary mission of the Eel River and High Rock camps is fire suppression and providing fire crews anywhere in California. All Cal Fire ground crews are inmates. In 2007, each camp logged approximately five thousand hours fighting fires. Each crew team is comprised of thirteen to seventeen men led by at least one CDCR staff member. During fire suppression, a staff member from Cal Fire and one from CDCR provides leadership. Only non-violent inmates with less than five years to serve are eligible for fire fighting training at the California Correctional Center in Susanville. Once trained, inmates are assigned to the various camps to serve their remaining sentence. None are sent to the county of conviction. Selected inmates represent approximately two percent of the prison population in California. Seventy percent of conservation camp inmates are serving sentences for drug violations. While in the program, inmates receive two days credit for each day served. Most inmates earn $1.45 per day and skilled workers can earn up to $3.90 per day. The majority has assigned jobs and some inmates assist with community projects. Inmate firefighters receive $1.00 per hour when combating fires. Earnings go into personal inmate accounts; however, fifty percent of their income must go towards any required restitution. During the jury’s visit, most of the fire crews were out working on projects. The cost per year of maintaining one inmate at Eel River or High Rock camp is fourteen to sixteen thousand dollars annually. The cost per year for prison incarceration is approximately forty-five thousand dollars. Besides fighting fires, both Eel River and High Rock camps each 31 contributed approximately fifty thousand hours in community service projects in 2007, with an estimated value of five-hundred thousand dollars. Schools, cities, and county and state agencies all benefit from the labor provided by the camps. The charge for one crew is one hundred sixty up to two hundred dollars per day. Some projects are completed without charge or for the cost of materials. The Eel River camp can be used as a staging area and accommodate large numbers of fire fighters. During fire season, the camp can quickly turn into a large tent city with sanitation, showers, food, medical aid, and communication services. There is also a helicopter landing pad. The entire camp and all vehicles are maintained by inmates. Inmate quarters consist of dormitories divided into cubicles. Each cubicle contains two cots and personal lockers. The living areas, restrooms, and showers appear clean and in order. Television viewing rooms, reading materials, exercise equipment, and a hobby shop are available for off-duty inmates. The exercise equipment at Eel River camp needs upgrading. Food is solely prepared by inmates. Kitchen sanitation appears good and the food quality excellent. Eel River camp maintains a one-half acre vegetable garden to supplement the food budget. Inmates cite meal satisfaction and the risk of being returned to the main prison population as an incentive to follow rules. Inmates stated that serving time at a camp was preferred to the normal prison environment. All interviewed inmates were aware of the complaint process but felt no need to use it. Inmates have an opportunity to improve vocational skills while serving their sentences. No formal academic classes are provided, but inmates are encouraged to participate in a General Equivalency Diploma (GED) program if they do not possess a high school diploma. Several retired educators assist in the GED program at the camps. The Grand Jury commends the CDCR and Cal Fire for their joint commitment in operating very efficient programs. The state, county, local communities, taxpayers, and inmates benefit from the programs. The staff is also recognized for their contribution to the concept of inmate rehabilitation. Eel River and High Rock camps represent positive elements of California’s vast correctional system. Grand Jury Report # 2008-JL-10 Rio Dell Police Department Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Necessary Report: On October 11, 2007, the Grand Jury conducted its annual inspection of the Rio Dell Police Department facility located at 675 Wildwood Avenue. Overall appearance of the building, 32 which also houses city of Rio Dell offices, is good. The space includes a reception area, offices, a conference/ interrogation room, a squad room, and a secure evidence area. The facility is cleaned weekly by city of Rio Dell staff. A well-stocked first aid kit and several fire extinguishers are readily available. The department is staffed with five full-time officers, one reserve officer, an animal control officer, and Chief of Police Graham Hill. Detainees are transported to the Humboldt County Correctional Facility within one hour of arrest. Emergency dispatch services are provided by Fortuna Police Department. Grand Jury Report # 2008-JL-11 Humboldt County Correctional Facility Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ The Humboldt County Sheriff’s Office shall respond to Findings and Recommendations 1 and 2. Report: The Grand Jury inspected the physical plant and operations of the Humboldt County Correctional Facility (HCCF) located at 825 Fifth Street in Eureka. The facility is an impressive concrete structure capable of housing four hundred eleven inmates. Most inmates are housed in open dormitories. Women and men are housed in separate dormitories. Segregated housing is available for high-risk inmates, the medically quarantined, or the uncooperative. Mental health issues affect approximately one-third of the inmates. Interviewed HCCF personnel were forthcoming and appeared to be well versed in their respective areas of responsibility. A biennial inspection was conducted by the California Department of Corrections and Rehabilitation in December 2007. The HCCF was found generally in compliance, with a minor record keeping deficiency related to retention of monthly fire inspection reports. Recent Grand Jury reports found the HCCF well managed and efficiently operated. This jury found similar conditions. However, there were some areas of concern discovered via facility visits and interviews with management personnel. In the course of its investigation, the Grand Jury viewed video of an inmate in a sobering cell. Although the inmate was visible, detail of his movements were partially obscured by poor video quality and camera angle. Images of a hallway, immediately outside the cell and taken from a different camera, were clear. Although the cell walls, floors, and fixtures are routinely cleaned between inmates, the ceiling-height camera housing is apparently not. At the HCCF, access to and use of computers is determined by the department head, according to current policy. Inmate case information, such as court and release dates, is accessible on the secure county computer network. Accessing the internet, while on duty, is considered a useful 33 tool by correctional officers. Training resources and other useful information is available on the internet, but there is potential for misuse. Upon investigation, the jury determined no safeguards are in place to prevent viewing of unauthorized material or websites. The only scrutiny of computer use by a correctional officer would be initiated by complaint and then investigated by a supervisor. Although employees have no expectation of privacy, no routine monitoring is conducted.
R6:
The Grand Jury recommends Eureka Police Department reviews and updates policy and procedure (as necessary), and trains and updates police officers concerning subjects exhibiting bizarre behavior and/or a potential danger to self and/or others. Grand Jury Report # 2008-PW-01 Fencing At Murray Field Airport Who Shall Respond: Pursuant to California Penal Code Section 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: The Grand Jury received a citizen’s complaint that medical transport aircraft have been forced to utilize the McKinleyville airport for nighttime landings, causing potentially life-threatening delays transporting to and from nearby hospitals. Such flights will not land at Murray Field because of the threat of deer on the runway due to the lack of proper fencing. The Grand Jury contacted the Humboldt County Aviation Advisory Committee and received the following information:
➢ In August 2007, a plan to build a fence at Murray Field was received by the Board of Supervisors. It was for 8,000 feet of fencing and associated gates, with an estimated cost of $600,000.00.
➢ The required environmental assessments and impact studies should be completed by August 2008.
➢ After the environmental documents are approved by the Federal Aviation Administration (FAA), an Airport Improvement Program grant application will be submitted to the FAA. The bidding schedule and construction is scheduled to occur in spring/summer of 2009. Grand Jury Report # 2008-PW-02 Humboldt Transit Authority and Public Transit Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: The 2007-08 Grand Jury reviewed public documents and conducted interviews to provide the following report on the Humboldt Transit Authority (HTA) and public transit within Humboldt County. The HTA is a Joint Powers Public Agency consisting of the County of Humboldt and the cities of Arcata, Eureka, Fortuna, Rio Dell, and Trinidad. It was formed in 1976 to administer the Redwood Transit System (RTS), which currently runs from Trinidad to Scotia primarily along 42 Highway 101. It operates thirty-two buses and manages various aspects of public transit within the county. The HTA operates the Willow Creek Extension, a scheduled service, and the Southern Humboldt Rural Transit System, a paratransit service. Both are contracted through Humboldt County. Eureka contracts with the HTA to operate the Eureka Transit Service, with the city retaining authority over most of its operational responsibilities. HTA contracts with Arcata to fuel, store, and maintain its buses. It also has minor maintenance service contracts with City Ambulances of Eureka, Timber Ridge Assisted Living, Humboldt County Office of Education, and Klamath/Trinity Non-Emergency Transportation. Approximately $2,400,000 is needed to operate HTA programs. Funds from State and Federal grants, which vary from year to year, can only be used for capital purchases; however, $1,000,000 in revenue is provided by the member entities from local sales tax generated through the 1971 Transportation Development Act (TDA). This legislation was enacted to provide resources for public transit and provides $4,477,578 to Humboldt County. In addition, HTA earns $1,388,340 in transportation-related contracts and fares. Under existing statutes, public transit programs must receive a designated percentage of their operating expenses in fare revenues. The percentage of fare revenues needed varies from a low ten percent to the twenty percent range, depending on when the service went into operation. HTA’s fare percentages are in the higher ranges. Failure to meet fare requirements for three consecutive years could result in the loss of TDA funding. This is one reason for periodic increases. General public transit fares provide approximately thirty-two percent of HTA’s operating costs. Paratransit services recover approximately twelve percent of operating costs. Paratransit is an ‘on-demand’ service, such as Dial-a-Ride/Dial-a-Lift or subsidized cab fare, and is available only to individuals who are unable to use general public transit due to age, disabilities, or by special authorization from a physician. City Cab Corporation is contracted to provide for paratransit needs within the HTA service areas. Humboldt Community Access Resource Center receives a county subsidy to provide paratransit coverage to residents living outside existing service areas. General public transit (fixed route) subsidy is one dollar and ninety-five cents per passenger trip and seven dollars and seventy cents per paratransit passenger trip. HTA anticipates paratransit costs to lessen with the implementation of new software that will more efficiently route passenger trips. However, this new software program will require a twenty-four hour advance reservation, unlike the present system which dispatches paratransit vehicles as available. Current transit statutes allow rural counties to use TDA funds for projects other than public transit. Before member entities can divert TDA funds from public transit purposes, there must be an annual finding on unmet transit needs. Humboldt County Association of Governments (HCAOG), in its capacity as the Regional Transportation Planning Agency (RTPA), has the responsibility to present this finding which is based on information garnered from public hearings and correspondence. In addition, RTPA must consult with the Social Services Transportation Advisory Council to identify needs, assess transit dependent groups, evaluate 43 existing programs, and analyze potential needs. In a 2007-08 report, RTPA stated eighty-five percent of the county’s transit needs were being met. Fortuna and Rio Dell use TDA funds for road maintenance. Humboldt County budgeted about forty-one percent for roads of approximately $2,388,340 in funds, with the remaining TDA revenues allocated to public transit. According to a county analysis, nearly thirty-two percent of Humboldt County unincorporated residents live outside a public transit area or do not have access to specialized transportation services. Based on the 2000 census, over twelve percent of the county’s population is over sixty years old. Studies suggest a dramatic increase in this demographic by year 2020, which will result in an increased need for public transit. The Area 1 Agency on Aging (AIAA) reported transportation has consistently been a top concern for seniors living in Humboldt County. The AIAA believes transportation services are critical in linking older adults with health care, social services, and other activities. The 2000 census also revealed a significant number of families and individuals in Humboldt County living below the poverty level, which could further impact public transit. Increased fuel costs, higher insurance rates, county geography, and the California Air Resources Board emissions standards requirements all add to the challenges facing HTA and Humboldt County. The expense and availability of hybrid diesel/electric buses to meet the emissions standards requirements, and increased need for public subsidies, exacerbate fiscal burdens on the HTA and limits the ability to provide new service areas. The level of ridership is higher within the main transportation corridors and reduced on the periphery, which makes rural services more expensive. However, HTA has experienced increased ridership, especially at the extreme ends of the corridor, since implementing new fare structures and fare boxes in February 2008. The new fare structure includes multi-ride cards and discounts for youth, seniors, and the disabled. The Grand Jury of Humboldt County commends the Humboldt Transportation Authority, its member entities, Humboldt County, and the Regional Transportation Planning Agency for their proactive approach to the challenges facing public transit. We encourage the county to continue evaluating transit services for residents living outside current service areas and to explore using more of its TDA funds for public transit. The recommendation for additional service in developed unincorporated areas, stated in the 2007-08 HCAOG report on unmet transit needs, has merit and should be reviewed by the affected HTA members. The Grand Jury observed a high level of competence and dedication on the part of the various staff working to meet the public transit needs of Humboldt County. 44
Findings & Recommendations
2 findings
F1:
There is no policy or procedure for annual written job performance evaluations for department heads appointed by the Board of Supervisors.
F2:
There is a lack of clarity among the Board of Supervisors and subcommittees as to who is responsible for evaluation of appointed department heads.
Additional Recommendations
2
Not linked to specific findings.
R1:
The Board of Supervisors adopts policy and procedure for annual written job performance evaluations for all department heads who report to the Board of Supervisors. Policy to include that such evaluation is kept as part of the employee’s permanent personnel file.
R2:
The Board of Supervisors should either conduct regular performance evaluations through a subcommittee of the board or do what is necessary to direct the Chief Administrative Officer to conduct performance evaluations, with the authority necessary to make the process timely and effective. Such direction to include making the evaluations part of the employee’s personnel file. 10
Findings & Recommendations
3 findings
F1:
The complaint procedure for the Blue Lake Police Department is not followed.
F2:
Supervision of the chief of police by the city manager, in operation and adherence to Blue Lake Police Department complaint procedure, is inadequate.
F3:
Several Blue Lake City Council members are insufficiently informed of Blue Lake Police Department policies and procedures. GRAND JURY OF HUMBOLDT COUNTY 2007-2008 Final Report
Additional Recommendations
3
Not linked to specific findings.
R1:
The Blue Lake City Council should insure that the Blue Lake Police Department citizen complaint policy is followed by city staff and Blue Lake Police Department personnel.
R2:
The Blue Lake City Council should evaluate the performance of the city manager and determine how the city manager's supervision of the chief of police can be improved.
R3:
All Blue Lake City Council members should familiarize themselves with Blue Lake Police Department policy and procedure. Grand Jury Report # 2008-LJ-02 Martin Frederick Cotton II Executive Summary: This investigation concerns Martin Frederick Cotton II, arrested by Eureka Police Department and housed at the Humboldt County Correctional Facility on August 9, 2007. Cotton died while in custody on the same date. This report focuses on policy and procedure used during Cotton’s arrest, booking, and incarceration. The findings and recommendations cover myriad issues. Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ The Humboldt County District Attorney shall respond to Finding and
Findings & Recommendations
2 findings
F1:
The Grand Jury finds video images of sobering cells may not always be clear.
F2:
The Grand Jury finds there is no procedure to routinely monitor computer use of on-duty correctional officers.
Additional Recommendations
2
Not linked to specific findings.
R1:
The Grand Jury recommends measures be taken to insure clear and adequate images are captured, including but not limited to the cleaning of camera housings between inmate occupancy.
R2:
The Grand Jury recommends periodic and random monitoring of computer use of on-duty correctional officers. Grand Jury Report # 2008-JL-12 Eureka Police Department Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: On September 18, 2007, the Grand Jury conducted an inspection of the Eureka Police Department (EPD) and holding cells. The building, erected in the mid-1980s, is showing age and needs to expand to accommodate the department’s growth. The building is also the location for the EPD communications section. The communication dispatchers work rotating shifts twenty-four hours a day, seven days a week. The department handles all 911 calls for the city. There is an outside phone available for after-hour emergencies. The EPD also provides the following services: patrol, traffic enforcement, animal control, parking enforcement, citizen patrol, records, training, and property/evidence. 34
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Findings & Recommendations
6 findings
F1:
Concerning the investigation of Cotton, a perceived conflict of interest exists because two of the three represented agencies on the CIRT were directly involved in the Cotton incident.
F2:
There is a significant population of mentally ill in Humboldt County who often has contact with local law enforcement. GRAND JURY OF HUMBOLDT COUNTY 2007-2008 Final Report
F3:
The video system located in the HCCF sobering cell, which housed Cotton, produced video of poor quality.
F4:
The HCCF sobering cell is primarily constructed of concrete surfaces and is only partially padded.
F5:
The Humboldt County Sheriff Department’s policy and procedure for booking and sobering cell procedures is well written, but may not have been completely followed with regards to Cotton’s last incarceration.
F6:
Eureka Police Department’s policy and procedure may not have been completely followed during Cotton’s arrest.
Additional Recommendations
5
Not linked to specific findings.
R1:
The CIRT should only be comprised of members from uninvolved agencies. Though it is understandable for an involved agency to conduct a parallel investigation, it should not be one of the primary investigating parties. Investigative assistance from outside agencies, such as the California Department of Justice or the Federal Bureau of Investigation, should be used when appropriate to avoid a conflict of interest or perceived conflict of interest.
R2:
The Grand Jury recommends that local law enforcement continues to review and update policy and procedure concerning interacting with mentally ill offenders. Law enforcement should make an effort to maximize their effectiveness in dealing with the mentally ill.
R3:
Correct the video recording system to insure better quality images.
R4:
Upgrade the sobering cell to include padding or redesign of all surfaces where inmates can potentially injure themselves.
R6:
The Grand Jury recommends Eureka Police Department reviews and updates policy and procedure (as necessary), and trains and updates police officers concerning subjects exhibiting bizarre behavior and/or a potential danger to self and/or others. 41
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Findings & Recommendations
1 findings
F1:
Economies of scale could be achieved by consolidation of some management elements with local sewer treatment systems.
Additional Recommendations
1
Not linked to specific findings.
R1:
The sewer districts listed in this report should explore the possibility of joint efforts for workable solutions to their common problem of Inflow and Infiltration, including the consolidation of long-term engineering and planning services. Consideration should be given to include all sewer districts within Humboldt County, for the purpose of opening dialogue concerning relative issues. Grand Jury Report # 2008-AH-01 North Coast Rail Authority Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: The Grand Jury studied the North Coast Rail Authority (NCRA) and its operations for two years. In the ensuing investigation, the Grand Jury interviewed NCRA officials, unaffiliated experts in 14 GRAND JURY OF HUMBOLDT COUNTY 2007-2008 Final Report railway operations, geologists, earthquake experts familiar with the Eel River Valley, and others who expressed an interest in NCRA activities. The Grand Jury also reviewed a study1 of the long-term financial feasibility of the proposal to restore the rail line between Willits and Eureka, as well as other internal administrative documents. While NCRA operations are in the four counties of Humboldt, Mendocino, Sonoma, and Marin, this investigation concerned the Eel River corridor. Rail service between Eureka and San Francisco began in 1914. In 1982, the Southern Pacific Railroad started proceedings to abandon the portion north of Willits because of high maintenance costs. Southern Pacific estimated maintenance for that section was two to three times that of their other nationwide operations. In 1984, Southern Pacific sold the northern portion to a new operator, Eureka Southern, who ran the railroad for about two years before declaring bankruptcy in 1986. In 1989, the State of California, not wanting to see the rights to the railroad corridor lost, created the NCRA. The NCRA used state funding to buy Eureka Southern out of bankruptcy. The NCRA contracted with Northwest Pacific Railway to operate the line. Prior to any train operation, the NCRA was required to bring the tracks to a minimum FRA Class I standard, with a maximum freight train speed of ten miles per hour. This report is not intended to argue either side of the public debate on the railroad issue. It is intended to report on facts that arose from the Grand Jury investigation. It should be noted these facts may not bear the same weight in the future as they appear to have today. Conditions and needs change as communities grow and develop. Humboldt County is no exception. As of this date, it has been over ten years since trains traversed the Eel River Valley. Tracks are broken and twisted with large portions of rail bed entirely missing. This condition is due to highly unstable ground throughout the region and lack of maintenance. Local geologists familiar with the area testified that the effects of earthquakes and natural erosion, in the Eel River Valley, are amplified because of particular soil types found there. A 2003 study2 examined the long-term financial feasibility of the Northwestern Pacific Railroad. The study, a thorough examination of anticipated revenues, expenses, and conditions that could produce both, concluded that income generated could not meet expenses over the next twenty- five years. The study did not speculate on operating costs of the railroad. Humboldt County does not give significant money to the NCRA. Supervisor John Wooley's time and effort appears to be the county's only contribution. There is no agreement or plan the county will or will not have financial obligation to the NCRA in the future. It is currently anticipated governmental costs for railroad restoration and operation would be borne by state and federal resources. 1The Long Term Financial and Economic Feasibility of the Northwestern Pacific Railroad, 2003, Parsons Brinckerhoff Quade & Douglas, Inc. 2Ibid. GRAND JURY OF HUMBOLDT COUNTY 2007-2008 Final Report The NCRA proposal to restore the rail line, from Willits to Eureka, depends heavily on the development of Humboldt Bay and its port facilities. It appears these projects go hand in hand and neither would be viable without the other. The Grand Jury did not examine the link between harbor development and railroad restoration. The connection is only mentioned because of its importance. The Grand Jury concluded that the principal objection to the restoration of the rail line is the enormous cost likely to be incurred. Any benefits from such a project would be other than monetary and limited in scope for the foreseeable future. Grand Jury Report # 2008-CC-01 Grand Jury Investigation Frequency Chart Executive Summary: Each fiscal year a new Grand Jury is appointed and sworn. Continuity between past, present, and future juries is essential in the areas of training, function, documentation, and archival processes. One important historical archive the Grand Jury maintains and updates every year is the Grand Jury Investigation Frequency Chart. This year, the Grand Jury streamlined, updated, and digitized the historical and current investigation frequency charts. Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: A perpetual Grand Jury Investigation Frequency Chart is commonly maintained in most counties for quick reference to what a Grand Jury has investigated over the past several years. The Grand Jury of Humboldt County has retained such a record since 1980, though the charts and maintenance processes were somewhat archaic. The 2007-08 Grand Jury streamlined the method used to maintain and update the charts via computer. Frequency data recorded since AD2000 and offered at this time, is based on non- confidential information released in previous reports. It is updated and charted here in a cumulative and comprehensive fashion for informational purposes. Main chart headings are somewhat based on the organization of committees customarily arranged within the jury (committees sometimes investigate matters outside their theme in order to more evenly distribute caseload). Some investigations cross over into more than one committee (or topic) and cannot be compartmentalized. Similarly, one investigative area may have only one check mark under a given year, and that check mark may represent one or several investigations in that area. The chart is not all-inclusive and can be updated with more topics. It should also be noted the civil Grand Jury is free to investigate whatever it chooses within its legal purview, without direction or preference or interference from outside influence (with few 16
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Findings & Recommendations
1 findings
F3:
No evaluation of the Chief Administrative Officer is conducted by the Board of Supervisors on a regular basis.
Additional Recommendations
1
Not linked to specific findings.
R3:
Conduct an annual evaluation of the Chief Administrative Officer, at which time goals consistent with the priorities of the board can be established. Grand Jury Report # 2008-AF-03 Office of Emergency Services Who Shall Respond: Pursuant to California Penal Code Sections 933 and 933.05, responses to the Findings and Recommendations of this report shall be provided as follows:
➢ No Response Required Report: The Grand Jury reviewed the Office of Emergency Services (OES) and its role in coordination of services and agencies in the event of disaster. Office of Emergency Services The Office of Emergency Services is located in the basement of the Humboldt County courthouse in Eureka. It houses a complete communications center with emergency power to operate in the event of an electrical outage. The equipment is well organized and maintained although working space is limited and there is no room for expansion. The OES director maintains his office at this location and is responsible for daily operations and the coordination of services in the event of disaster. OES is an arm of the sheriff’s department and the resources of that department are available to OES. The sheriff and the OES director are prepared to mobilize emergency equipment and materials county-wide, as necessary. Assistance includes the provision of trained personnel and equipment and taking the lead in coordinating interagency resources. Request for mutual aid from outside the county, such as from the State Office of Emergency Services, are routed through the county OES. The OES offers training by state and federal personnel to maintain expertise and readiness. This includes specific training in communications protocol and the coordination of emergency services. The Department of Homeland Security previously provided resources to OES, including $250,000 for the purchase of a state-of-the-art emergency van known as the Mobile Command Center. This special communications center is controlled by the Humboldt County Sheriff Special Services Department. Several individuals receive mandatory periodic training in the operation of the command center. The Mobile Command Center is available for use by various agencies including law enforcement, fire departments, and the health department. The mobile unit is equipped to operate in remote areas. 11
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Additional Recommendations
1
Not linked to specific findings.
R1:
➢ The City Managers of Arcata, Blue Lake, Eureka, Ferndale, Fortuna, and Rio Dell shall respond to