Gran Jurado del Condado de Lake
2002-2003
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Continuity Report
Grand Jury Continuity
From the consolidated annual report · 9 páginas
Individual reports (6)
Hallazgos & Recomendaciones
7 hallazgos
F1:
The Grand Jury met with complainant and received updated information regarding the specifics of the complaint.
F2:
The Grand Jury met on two separate occasions with the Acting Director of the Lake County Mental Health Services together with a Program Analyst and Fiscal Officer.
F3:
The Grand Jury reviewed the Mental Health Services “Monthly Billing Cycle Process” and the complainants billing statements.
F4:
The Grand Jury reviewed the Lake County Mental Health Plan.
F5:
The Grand Jury reviewed the State of California’s regulations which set forth the billing and collection policies and practices to be followed by county Mental Health Services.
F6:
The Grand Jury reviewed the proposed standard operating procedure to be followed by the Mental Health Staff in referring clients with potential complaints to the Member Services Review Officer. BACKGROUND: The Grand Jury received a written complaint from a client of the Lake County Department of Health, Mental Health Services. The Complainant was concerned that the billing statements they were receiving regarding services supposedly provided by Mental Health Services were in error as they pertained to dates and times complainant was not hospitalized. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/mhsb.html (1 of 2)4/17/2007 3:07:56 PM County of Lake - 2002/2003 Grand Jury Report -Citizen's Complaint-Mental Health Services FINDINGS:
F7:
Abuse of the 911 system seriously impacts not only the service providers, but also other residents who might require emergency assistance at the same time.
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Hallazgos & Recomendaciones
15 hallazgos
F1:
Recruitment and retention of staff have been and continue to be a serious problem. At present, there are only two new Animal Control Officers I, plus the Director, to cover the entire County. As well, the Grand Jury is concerned about the high number of “extra-help” 900-hour employees used in the Shelter. The Director lacks management experience, having been an Animal Control Officer II for only two years before being appointed Interim Director and then Director. Struggling just to maintain day-to-day operations, she is at risk of falling into the trap of hiring warm bodies just to fill positions, especially in the Shelter, rather than searching for qualified applicants. She may be tempted to use new hires to try to patch up old problems instead of creating a healthy working environment in which employees can succeed and excel. Even the most dedicated staff members cannot perform their jobs well if they do not receive proper guidance and recognition or lack established routinized procedures. Animal Control operations are particularly vulnerable to staffing problems, poor morale, and high employee turnover because the work is physically demanding, emotionally stressful (and sometimes devastating), and the wages, at all levels, appear to be non- competitive. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (3 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F2:
While County Administration appears to be taking a closer interest in the issues confronting Animal Control, there appear to be few opportunities for the Director to meet with the Board of Supervisors in person. To the Grand Jury’s knowledge, only one of the current Supervisors has bothered to visit Animal Control.
F3:
As emphasized by the Sheriff in his report, the Department lacks a Mission Statement. As needless as such a thing may seem to the Director, when her plate is already so full, an energizing Mission Statement that reaffirms a reverence for life can provide a focus around which to organize employees and often disparate activities and conflicting demands, and further serves as a useful reminder of “What it’s all about.” For example, the Mission Statement of the Marin Humane Society reads, “Guided by the humane ethic, it is the mission of the Marin Humane Society to protect animals from neglect, abuse, and exploitation, to advocate for their interests and welfare, and to inspire awareness and compassion for all living things.” http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (4 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F4:
The Policies and Procedures Manual is years outdated. Employees with only verbal instruction in the Department’s policies and procedures may be subject to incomplete or inconsistent teaching, as well as manifest inconsistent performance of their duties.
F5:
The Animal Control Officers appear not to scan new impounds consistently for the presence of a microchip.
F6:
Despite the passage of a parcel tax in 2002 that was intended to allow continued provision of adequate staffing for emergency care, SLCFPD reported that it is again facing a budgetary crisis due to increased contractual fees for CDF services and decreased revenues from property taxes.
F7:
On the Grand Jury’s last visit, at a time when the Shelter was open to the public, the kennels smelled and appeared to have been hastily washed down after the Jurors’ arrival. The towels in the cat cages and puppy pens appeared unclean. On this occasion, the Grand Jury found the kennel staff without smocks and nametags despite the earlier institution of a “uniform,” and the dress of some office personnel was considered inappropriate.
F8:
The Grand Jury heard many complaints about animal “emotional abuse” in the Shelter, often attributed to the employees’ “need to survive” psychologically. Officers and kennel workers participating in daily euthanasia sessions are prone to loss of empathy as a defense mechanism. As all feral cats are killed after three days, workers may no longer care that the feral cats are further traumatized by placement in uncovered cages or that, when pregnant, may deliver prematurely due to their stress or that their kittens may be ill and die shortly. The employees may resist bringing in more animals, treat the animals roughly, or refrain from attending to, or walking, the dogs. For a time, the dogs were comforted by being given a fresh blanket to lie upon after cages were cleaned – a practice followed in all enlightened shelters these days – but the practice allegedly was truncated due to the “extra work” of doing the laundry, despite the recent purchase of upgraded appliances. The perceived attitude appeared to be: “They are all going to die anyway, so why bother?” Further, http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (6 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control as soon as the hold-time has expired, adoptable animals are alleged to be frequently “PTS” (put to sleep), without the public’s having a chance to give them a home, due to shelter overcrowding.
F9:
Paperwork regarding animal abuse or neglect that is submitted to the District Attorney’s Office is sometimes filled out incorrectly, resulting in lack of follow-through.
F10:
No protocols are currently in place for effective temperament testing or behavioral modification of dogs, which would permit better informed placement. These techniques, requiring some amount of staff training, are an important component in modern shelter operations.
F11:
In many remote locations within the County, radio communications with the Animal Control Officers are unreliable or non-existent.
F12:
The needs of residents in the City of Clearlake are not currently well-served by Animal Control. Being on-site in the Clearlake impound area only one hour each weekday afternoon is manifestly insufficient, given that at least two out of every three impounded animals come from the south County. Enforcement of leash laws or investigation of barking, abuse, or neglect complaints is not possible with so few Animal Control Officers available, which makes inevitable the unfortunate, and highly contentious, “Dosha incident.” The Clearlake Police Department cannot cope with, and is understandably sick of hearing about, all of the animal problems in the City without the ready and consistent availability of Animal Control Officers. The high impoundment rate there often requires the Animal Control Officers to make multiple trips to Lakeport daily due to the limited number of cages in the Clearlake Public Works garage and in the Animal Control vehicles.
F13:
Animal Control has contracts with both cities, Lakeport and Clearlake, for the provision of services and apparently is responsible for billing the cities monthly. The prior Director evidently failed to bill, and Lakeport failed to pay, although Clearlake continued to make its payments, despite the falloff in services provided.
F14:
Some cost cutting measures are not being pursued, such as putting large purchases out to bid even if the minimum cost threshold has not been met. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (8 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F15:
Two adoptable animals were recently left for hours in Animal Control vehicles in the parking lot in the sun by Animal Control Officers. By the time the animals were discovered, they were unconscious and expired.
Recomendaciones adicionales
16
No vinculadas a hallazgos específicos.
R1:
County Administration can only benefit by making management and leadership training available to the Director to ensure that all relevant laws are followed and before potentially dysfunctional personnel patterns become entrenched. As well, permanent, continuing functions should be staffed with permanent positions; doing so would reduce turnover and also conserve training and supervisorial energy. High employee turnover is costly, as are employment-related claims and lawsuits. Not only are public seminars readily available, but so, too, is online or videotaped instruction. As well, HSUS sponsors annual conferences around the U.S., and management training is always featured, as all successful animal control operations are rooted in the quality of their management. The Grand Jury believes that the Director would be well advised to spend several days at well-run operations such as the Marin Humane Society and San Francisco SPCA. Two years ago, the Madera County Animal Control Department was in the same sorry state as Lake County – same county demographics and attitudes toward “disposable” animals, animal overpopulation, lack of attention by administration, and high incidence of shelter diseases, but a new inspired and inspiring Director, slowly but surely, is turning the operation around and is available for consultation.
R2:
Instead of being “buffered” by the Animal Control Advisory Board, the Board of Supervisors should establish regular meetings with the Animal Control Director, the Shelter Manager, and the Program Director and make routine visits to the Shelter to observe all aspects of the operation. Each institution has a “culture,” and the tone is set at the top. The Director and the entire Department, including the defenseless animals they are responsible for protecting, would benefit from enlightened management and leadership – not merely “supervision.” The Board of Supervisors must insist upon implementing and actively support the sea change in modern shelter medicine.
R3:
Perhaps the expertise of the Animal Control Advisory Board could be brought to bear to help Animal Control articulate an inspiring Mission Statement.
R4:
The Policies and Procedures Manual, covering each aspect of the Department’s operations, must be updated annually, and a copy should be available in both the administrative office and the Shelter. Each employee should be required to read the Manual and indicate in writing having done so. This documentation should then be placed in the employee’s file.
R5:
The Grand Jury recommends that Department staff scan new impounds for microchip devices, as it is mandated by the Hayden Bill. Technical training may need to be provided to staff in order to accomplish this. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors is pleased that the Animal Control Director has verified that the Department has been scanning incoming animals for microchip devices since July 1, 2003, and all animals before euthanasia since August of 2002.
R6:
Shelter cleaning needs to be better supervised and managed 24/7 and quality-control implemented. Protocols need to be posted and adhered to consistently. Unfortunately, cleaning, especially when employee turnover is high, often falls to those on the lowest rung – inmate laborers or community service workers, whose temporary assignments may result in lack of commitment to quality without continual supervision and recognition of good work. Administration of medications, to be effective, must be consistent. Fail-safe documentation of administration of medication, and its timing, must be initiated in the Shelter, especially for weekends. The Grand Jury continues to recommend that formal veterinary oversight (hands-on, boots-on-the- ground) be instituted, as well as routine vaccinations of all adoptable animals. Such would be cost- effective, in terms of animal health, resulting adoptability/transferability, and also staff education. As of June 1st, Lisa Hofmann, DVM, a veterinarian with a special interest in shelter medicine, joined the SPCA staff. Perhaps her services could be formally enlisted in the aid of Animal Control. And, as noted by the 2001-2002 Grand Jury, UC-Davis has a highly regarded Shelter Medicine Program and provides consultations.
R7:
The Grand Jury recommends that during regular business hours, kennels and cages should be clean and all staff should be dressed appropriately. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors agrees with this recommendation.
R8:
The Grand Jury feels strongly that killing adoptable animals is incompatible with operating a humane shelter and contrary to State policy and that the human emotional toll exacted is severe and pervasive. Given the realities of Lake County, however, and recognizing that the Hayden Bill takes county population into account, the Grand Jury recommends that the practice of euthanasia should either be outsourced or that psychological counseling be offered routinely, without stigmatization, to Animal Control Officers and kennel staff. Once the Shelter more effectively manages its disease incidence, all rescue groups can and will participate in relocating large numbers of adoptable pets, thus reducing the need for such extensive daily euthanasia.
R9:
Someone from the DA’s Office should formally train new Animal Control Officers in the proper completion of the abuse/neglect referral forms.
R10:
Temperament testing and training protocols are readily available from HSUS, the American SPCA, and the Marin Humane Society. All have websites, for ease of ordering. The more time spent evaluating and socializing the animals, perhaps through the envisioned formal Volunteer program, the greater their opportunities for adoption.
R11:
More reliable mobile communication devices should be identified and provided to the Officers, for the sake of their safety and the efficiency of their operation. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (7 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
R12:
When Animal Control has hired its full complement of Officers, Clearlake and environs need the attention of at least two full-time Animal Control Officers, patrolling and issuing citations, educating the public, and rounding up the strays, as well as manning the impound area. Staggered schedules would be helpful, as, evidently, many dogs are turned loose after 4 p.m., and periodic sweeps, the equivalent of the County law-enforcement’s “hook-and-book” days, might be considered. The Grand Jury applauds the fact that partial funding has been set aside by the Board of Supervisors for a new shelter and strongly urges that it be sited in the south County. Alternative non-profit sources of residual funding can also be explored. As noted in the Final Report by the 2001-2002 Grand Jury, if a commitment to running a no-kill shelter within five years can be made, Maddie’s Fund is a potential source. Again, perhaps the Advisory Board could explore the availability of grants to help fund a new shelter. The County should also explore available external public funding such as from Housing and Urban Development grants.
R13:
The Auditor-Controller’s Office should assume the billing of Lakeport and Clearlake for Animal Control’s services.
R14:
County Purchasing should be requested to procure supplies for Animal Control, even though individual purchases may not meet mandatory thresholds. For example, Science Diet kibble might be obtained from the manufacturer, Hill’s Pet Food, which provides free kibble if a certain amount is also purchased. Also, procurement of supplies on an annual basis should be explored to obtain further economies of scale.
R15:
The Director should devise a fail-safe procedure to assure that such traumatic events will be prevented. All of the trucks should have air-conditioning units, and they should continue to function after the ignition is switched off. ADDITIONAL RECOMMENDATION
R16:
Temperament testing and training protocols are readily available from HSUS, the American SPCA, and the Marin Humane Society. All have websites, for ease of ordering. The more time spent evaluating and socializing the animals, perhaps through the envisioned formal Volunteer program, the greater their opportunities for adoption. RESPONSE REQUESTS: Animal Control Advisory Board l Animal Control Department l Clearlake City Council l District Attorney’s Office l Lake County Administration l Lake County Board of Supervisors l RESPONSES - None APPENDICES/HANDOUTS: 1. Animal Control Survey Contacts 2. Survey Questionnaire 3. Survey Results 4. Map of California Counties http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (9 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Audit Committee 2002/2003 Grand Jury Report LAKE COUNTY AUDIT COMMITTEE PURPOSE: The Grand Jury sought to understand the function of the County Audit Committee, to which two Grand Jurors are assigned each year. PROCEDURES FOLLOWED: The Grand Jury interviewed the County Administrative Officer, a former grand juror on the Committee who was instrumental in its inception, and a partner in the CPA firm employed by the County, as well as attended quarterly meetings of the Committee. The Grand Jury additionally reviewed the Committee’s Bylaws and minutes of the meetings. BACKGROUND: Pursuant to California Penal Code sections 925, 925(a), 933.1, and 933.5, the regular Grand Jury is empowered to investigate the fiscal and operational performance activities of Lake County government and other local public entities. Prior to the formation of the County Audit Committee in 1999, the Grand Jury had the authority to engage outside consultants/auditors in order to assist in its investigations. Remuneration for such outside services was provided through funds allotted to the Grand Jury in the annual budget granted by the Lake County Board of Supervisors. After identifying qualified outside auditors to perform studies selected by any of the Grand Jury committees, the Grand Jury tracked the progress of the audits being conducted and secured interim reports and a copy of the final report. Members of the concerned committees were present for an exit interview conducted by the auditors prior to issuance of their final report. The 1997-1998 Grand Jury recommended the formation of a County Audit Committee to “better assure continuity in the selecting [sic] and working with the independent auditor.” The formal Response to that Recommendation read, “The Board of Supervisors agrees with this recommendation as long as the Grand Jury does not believe that such a change in procedure would reduce the independence of the outside auditor.” The Committee was established in 1999, and the Grand Jury’s annual budget was correspondingly reduced to reflect the loss of its auditing responsibility. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/auditcommittee.html (1 of 4)4/17/2007 3:07:52 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Audit Committee The initial composition of the County Audit Committee included the County Administrative Officer, the Auditor-Controller, one member of the Board of Supervisors, and two members of the Grand Jury. In 2000, The Board of Supervisors approved a revision to the Committee’s Bylaws adding a sixth member. A former grand juror, Charles Olha, was added in 2000 as “a member of the public.” Mr. Olha was intended to be the “liason” to each new Grand Jury panel, although that was news to the 2002-2003 Grand Jury, including its remaining hold-over jurors from the prior year. The duties of the County Audit Committee are as follows: 1. Selecting an independent audit firm to audit the County’s financial records. 2. Meeting with the audit firm as necessary prior to, during, and after preparation of the annual Audit Report. 3. Reviewing the findings of the Audit Report with relevant County department heads. The department heads are required to respond to the Audit Report in the same format as is required for responses to Grand Jury findings. Since the Committee’s inception, Kelly Cox has been the Chair, Pam Cochrane has been the Vice- Chair, and the audit firm has been the CPA firm Smith & Newall, represented by partner Merilee Smith, from Yuba City. In general, the meetings are held “as necessary” in approximately August, November, February/March (when the Audit Report for the prior fiscal year, usually completed in December, is presented), and March/April (when department heads are questioned). In addition to an audit of all departments presented in the Comprehensive Annual Financial Report, Smith & Newall also prepares a Management Report, which addresses only those departments for which audit recommendations are made. The heads of departments specified in the Management Report are then invited to discuss
Hallazgos & Recomendaciones
11 hallazgos
F1:
The “Special Districts Handbook” is a classic example of an office, in this instance the Office of County Counsel, which saw a problem of new directors of special districts who required formal training on how they should, and/or could carry out there responsibilities. To facilitate that training, the Office of County Counsel developed the “Special Districts Handbook.”
F2:
The Office of County Counsel could have easily fulfilled its responsibility to special districts far short of the development of the” Special Districts Handbook,” and the formal training it conducts for special district directors. The Office of County Counsel went more than the extra mile in performing this extremely valuable service.
F3:
Prospective home-buyers in the sphere-of-influence appear to be inadequately informed about fire- protection.
F4:
Another issue facing homeowners who sustain fire damage or loss is lack of clarity as to which is the “responsible” responding agency required to prepare an official report for insurance companies, without which no money is paid. (A specific problem of this type was noted in the Kelseyville Fire Protection District Sphere-of-Influence.)
F5:
If SLCFPD is responding to calls for emergency care or fire protection in remote areas such as Jerusalem Valley, it may not have sufficient resources to respond concurrently to calls within its designated home territory, where property owners pay taxes for such services and expect that they will be delivered.
F6:
Despite the passage of a parcel tax in 2002 that was intended to allow continued provision of adequate staffing for emergency care, SLCFPD reported that it is again facing a budgetary crisis due to increased contractual fees for CDF services and decreased revenues from property taxes.
F7:
With the exception of the parcel tax, property tax rates paid by citizens are the same whether they live in a Fire Protection District “sphere-of-influence” or in an undesignated area.
F8:
The Board sometimes takes action, including decisions regarding the budget, in the absence of a quorum of its members.
F9:
Communications between County administration and the Glenbrook Board are dysfunctional.
F10:
Citizens of the Glenbrook Cemetery District can vote to recall Board members whom the voters believe are serving them poorly.
F11:
The Lake County Board of Supervisors has the authority to assume governance of the Glenbrook Cemetery District.
Recomendaciones adicionales
10
No vinculadas a hallazgos específicos.
R1:
The Board members need individually to understand how to read and prepare budgets.
R2:
The Board members need to inform themselves of their legal and financial responsibilities.
R3:
All members of the Board and the Secretary should attend the next training session on Special Districts, scheduled by the County Counsel, in April, 2004, which is free.
R4:
The Special Districts Handbook, which costs $6, should be purchased for each Board member and the Secretary.
R5:
The notices of the board meetings, with the agenda, should be posted securely, on 8.5 x 11 inch paper, at the Cobb Post Office and Hardester’s Market, as well as be published in the Times Star and Record-Bee, at least 72 hours preceding the meeting to comply with the spirit of the Brown Act.
R6:
The Board of Supervisors , whether or not there is a nominee from the Glenbrook Board of Directors, should seek additional applicants by publishing a notice of vacancy in the Times Star and Record-Bee, and appointed members should be elected by voters in the District.
R7:
The Board of Directors should inform the Secretary of State of changes in membership.
R8:
Board business must be conducted by a quorum of at least three members.
R9:
County Counsel is willing to volunteer his time to mediate between the Board and the Auditor- Controller’s Office, and the Glenbrook Board could only benefit from informed communications.
R11:
The Board of Supervisors should stay on top of the District’s fiscal condition and step in to prevent further erosion of assets. RESPONSE REQUEST Board of Directors, Glenbrook Cemetery District, Board of Supervisors http://www.co.lake.ca.us/generalinformation/grandjury/report0203/glenbrook.html (4 of 5)4/17/2007 3:07:48 PM County of Lake - 2002/2003 Grand Jury Report - Glenbrook Cemetery APPENDICES/HANDOUTS
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Hallazgos & Recomendaciones
15 hallazgos
F1:
The facility was extremely clean, including all holding cells. They were adequate in size and easily accessible. The facility's prisoner capacity is 244. As of May 27, 2003, the facility was holding 208 prisoners.
F2:
The officers introduced to the Grand Jury were pleasant and cooperative.
F3:
Through video imaging, the Control Tower monitors all prisoners, doors, pods and personnel. They control the opening of all security doors
F4:
The facility has one full-time employee and one part-time volunteer working on the ventilating system. Prisoners from the male dorms help with the maintenance and filter service. The filters are checked once a month and changed every 90 days.
F5:
The lunch provided the Grand Jury was the same as served to the prisoners. The Grand Jury visited the kitchen and talked with the Kitchen Manager. She was very proud of the fact they have the lowest food cost per person of any county correctional facility. Two of their ovens were inoperable, however, with proper funding, new ones are forthcoming. Those particular ovens were bought second-hand several years ago. When the ovens are operational the kitchen staff make their own bread.
F6:
After leaving the facility, the Grand Jury met with the Transportation Officer. She stated that the bus was out of operation due to lack of personnel and money. The bus has since been fixed and is operational.
F7:
The food is prepared at the Jail and delivered daily. Meals are served at 7:20 a.m. (7:30 on the weekends), noon, and 5 p.m., and at least 20 minutes is allowed to eat. About 10% of the wards eat in their room at any given time. One hot meal is supposed to be served per day, but that food is not always the proper temperature by the time it arrives. Approximately 2700-2800 calories/ day are provided. The menu is planned one month in advance. The dining room seats 24, so eating must be done in two shifts. The floor was just resurfaced. The kitchen at Juvenile Hall remains closed for daily meal preparation, although the range is used during Christmas. The refrigerator, sinks, microwave, and coffee pot can also be used. The staff prepares special snacks for the wards around the holidays, which are enjoyable for both staff and wards. The staff also provide periodic barbecues. Families are not permitted to bring food. Working in the garden growing vegetables is a privilege to be earned.
F8:
Recreational activities are limited. Only seasonal arts and crafts are available. The school did provide them, but cannot do so now because of the split-shift schedule. Some kilns are still functional. The school runs one hour of PE from 11 a.m. to noon, and the Hall runs the PE program from 3:30-4:30 p.m. Board and card games, medicine ball, and ping-pong are available in the Rec. Room. Some of the casinos donate cards. Reading is encouraged. One-hour of TV is permitted at night, and some videos are permitted. Monies from the Inmate Trust Fund, generated by a percentage of the very expensive telephone calls made on pay phones, are used to buy games. Video games are a special privilege. There is no commissary, but part of the behavior modification employed by staff includes provision of “goodies” for half an hour on Saturday nights.
F9:
Work programs are limited to laundry, KP, and cleanup/maintenance, although the recently- initiated Youths-for-Seniors Program, directed by Dottie Bremmer, would allow seniors, through their Senior Centers, to request yard clean-ups. The wards are in charge of laundry, which provides the benefits of being up later and receiving extra food. Each ward is given a packet of hygiene items during intake.
F10:
Discipline is progressive, and all Special Programs - intended to fit the child and the crime and taking repetition into account - have to be reviewed by the Director. Upon arrival, each ward is given a “contract program.” Graffiti is an ongoing problem and is often carved with rocks.
F11:
One substantial problem is the deficiency in Mental Health services provided by the County. The younger wards seem to have more emotional problems. The Director observed that even if a child is seen by a counselor only once a week, fewer crisis situations arise.
F12:
The Director was pleased to impart that the County had approved purchase of a module that would be placed behind Juvenile Hall. Two classrooms, measuring 20 x 20 feet, would be provided, and the back section could be converted to office space. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/juvhall.html (3 of 5)4/17/2007 3:08:00 PM County of Lake - 2002/2003 Grand Jury Report -Juvenile Hall, Department of Probation
F13:
The school principal and staff explained that students from seven school districts were attending the Renaissance Court School, with abilities ranging from non-reading to college-prep. Only 20 students can be accommodated at one time, so older wards attend in the mornings and younger wards in the afternoons. Due to insufficient Juvenile Hall officers, wards not in school are usually locked in their rooms. All students are administered the Wide-Range Achievement Test upon arrival to permit assessment of skill levels. The staffs of the School and the Hall meet every school day to share information on the students. Instruction is self-paced, and a 90% mastery level must be achieved before the next assignment is scheduled. A Special Education teacher comes once or twice a week. Few electives are available, particularly on multicultural subjects. State reviewers last year asked why no art programs were available. Ninth graders are required by the State to take PE. Diplomas can be awarded by the Renaissance School, and all graduating students will have to pass the same “exit exams” as regular high school students. If students are paroled during the school year, they may enter a transitional school instead of returning mid-term to their home high school. The principal was gratified that more counselors and principals from the home high schools were visiting and that communications regarding the students were improving. The School was in the process of obtaining a grant to permit upgrading of computers and purchase of additional TV/VCR combos.
F14:
The salary scale for Probation Department teachers is the highest in the County. Unfortunately, the principal noted, despite the imminent availability of the module with two classrooms, he would be unable to hire a second teacher unless the number of students reached 40, at which point he could bring in a substitute teacher. Juvenile Hall cannot operate at capacity (40 wards) because it cannot retain its staff. The maximum number of students in school last year was 29 and was 30 this year. Over a 20-year period, daily attendance has averaged 16 students. Reasons why students might not be in school include their being on bed rest for medical reasons, having been suspended, awaiting placement elsewhere, and having already graduated (although this latter group may attend if they wish). Asked about recidivism, he related that of the 199 different students who passed through the School last year, 57 were returnees, some more than once.
F15:
Specific programs the principal would like to make available would focus on job skills and crisis intervention. He would also like more videotapes on career training. Most of all, he would welcome greater community involvement with Juvenile Hall, so that all the children could be kept busy all day. FINDINGS:
Recomendaciones adicionales
1
No vinculadas a hallazgos específicos.
R3:
Office (Fish & Game) 2002- 30 Operation Get Ready 2002- 31 Clearlake Oaks Water District 2002- 32 Bothe State Park 2002- 33 Dept of Fish & Game Beach Clean- Up 2002- 34 County of Napa 2002- 35 Lyon's Creek Wednesday, October 16,2002 http://www.co.lake.ca.us/generalinformation/grandjury/report0203/camp.html (5 of 5)4/17/2007 3:08:01 PM
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Hallazgos & Recomendaciones
3 hallazgos
F1:
The new facility is functional and when finished will be adequate. Mental Health Services is utilizing every inch of space. The new carpeting, furniture and dividers have yet to arrive for the work stations. At this time, one large room is utilized and needs to have dividers installed to reduce the noise and provide privacy. The personnel were very professional, informative and pleasant.
F2:
Mental Health Services has separated the Adult and Children’s Divisions so that the children and adults do not enter through the same door. This separation helps the traumatized children. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/mentalhealth.html (1 of 2)4/17/2007 3:08:01 PM County of Lake - 2002/2003 Grand Jury Report -Grand Jury Site Visits- Mental Health Services
F3:
If Mental Health Services determines the need for committing mentally ill patients, the department has only 12-13 hours to find a suitable facility. They may need to go as far as San Diego. Mental Health Services has recently acquired a licensed residential facility of six beds in the City of Clearlake, which is full at all times. However, they have to bring those patients into the Health Facility in Lakeport for daily counseling. Mental Health Services is working to have counseling done in the licensed residential facility so the patients do not have to make the daily trip from one facility to the other. The new facility only costs $85.00 a day compared to $1,000 a day in long term locked facilities. 4. 4. Another project Mental Health Services has initiated is getting patients into rehabilitation programs that help them find work.
Recomendaciones adicionales
16
No vinculadas a hallazgos específicos.
R1:
The Grand Jury recommends that management and leadership training be available to the Director of Animal Control. In addition, continuing department functions should be staffed with permanent positions. Visits to other Animal Control Departments were recommended as well so that the Director can observe how other Departments function. Response: Please refer to the response from Animal Control Director, Denise Johnson, dated August 14, 2003, and the memorandum dated August 22, 2003, from County Administrative Officer, Kelly Cox. The Board agrees with the Grand Jury’s recommendation.
R2:
The Grand Jury recommends that the Board of Supervisors establish regular meetings with the Animal Control Director, the Shelter Manager and the Program Director and make routine visits to the Shelter to observe its operation. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors concurs with the Director in that communication appears to have improved greatly between the two parties. The Board of Supervisors finds the quarterly reports provided by the Animal Control Director to be quite helpful. Formal meetings between the Board of Supervisors and the Animal Control Director will occur on an as needed basis.
R3:
The Grand Jury recommends that the Animal Control Advisory Board assist in the creation of a Mission Statement for the Department. Response: Please refer to the response from the Animal Control Director. The Board agrees with this recommendation and is pleased that the Director has made the creation of both a Mission Statement and a Work Plan a priority for this calendar year. Hon. David W. Herrick Re: Response to 02-03 Grand Jury Report September 9, 2003
R4:
The Grand Jury recommends that the Policies and Procedures Manual for the Animal Control Department be updated annually and copies made available at the Department and at the Shelter. Each employee should be required to read the manual and document that they have done so. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors agrees with the Grand Jury’s recommendation and is pleased that the Director anticipates completion of this document by September 30, 2003.
R5:
The Grand Jury recommends that Department staff scan new impounds for microchip devices, as it is mandated by the Hayden Bill. Technical training may need to be provided to staff in order to accomplish this. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors is pleased that the Animal Control Director has verified that the Department has been scanning incoming animals for microchip devices since July 1, 2003, and all animals before euthanasia since August of 2002.
R6:
The Board of Supervisors should seek additional applicants for District Board seats by publishing a notice of vacancy in the Middletown Times Star and the Lake County Record Bee. Appointed members should be elected by the voters within the District. Response: The Board of Supervisors agrees with the Grand Jury’s recommendation to publish notices of District Board vacancies in the Middletown Times Star and Lake County Record Bee. According to County Counsel, State law does not provide for the option of elected boards of a public cemetery district, as it requires the Board of Supervisors to appoint the board members. Legislation would be required in order to have elected members. Hon. David W. Herrick Re: Response to 02-03 Grand Jury Report September 9, 2003
R7:
The Grand Jury recommends that during regular business hours, kennels and cages should be clean and all staff should be dressed appropriately. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors agrees with this recommendation.
R8:
The Grand Jury recommends that the practice of euthanasia be either outsourced or that psychological counseling be offered on a regular basis to Animal Control Officers and kennel staff. Hon. David W. Herrick Re: Response to 02-03 Grand Jury Report September 9, 2003 Response: Please refer to the response from the Animal Control Director. The Board of Supervisors is supportive of exploring all options in regards to the practice of euthanasia. The Board is pleased that the new Director has conveyed an attitude of compassion toward any and all animals which are housed at the shelter. Public outreach through workshops and a newly created website are currently being utilized to increase adoption rates and, therefore, lower euthanasia rates.
R9:
The Grand Jury recommends that staff from the District Attorney’s Office formally train Animal Control Officers on the proper completion of Abuse/Neglect Referral Forms. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors agrees with this recommendation and believes that training by the District Attorney’s Office could be beneficial to the Animal Control Officers in regards to the completion of abuse and neglect referral forms.
R10:
The Grand Jury recommends that protocols be put in place for effective temperament testing and behavioral modification techniques so that increased and positive adoption placements would be possible. Response: Please refer to the response from the Animal Control Director. The Board is pleased that there appears to be the beginning of a system in place for temperament testing and that, if funding allows, formal training for staff may take place in 2004.
R11:
The Board of Supervisors should stay on top of the District’s fiscal condition and step in to prevent further erosion of assets. Response: As an independent special district, the Board of Supervisors has little control over the district’s fiscal condition. However, the Board supports the Auditor-Controller’s past efforts to warn the District Board regarding the District’s fiscal condition and we will do whatever is reasonably possible to support other efforts to stabilize the District’s finances and operations. B. Lake County Animal Control
R12:
The Grand Jury recommends that once the Animal Control Department is fully staffed, the Clearlake area needs the attention of two full-time Officers. The Grand Jury also recommends that the County explore available external public funding such as from H.U.D. grants. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors concurs with the Director in that the City of Clearlake is ultimately responsible for making formal requests for additional Animal Control services, since the Hon. David W. Herrick Re: Response to 02-03 Grand Jury Report September 9, 2003 City is required to pay for those services. The County will provide whatever level of services the City desires and is able to fund. The Board has displayed its commitment to increased services for the welfare of all Lake County animals through the funding set aside for a new Animal Services facility.
R13:
The Grand Jury recommends that the Auditor-Controller’s Office assume the billing of the City of Lakeport and the City of Clearlake for services provided by the Animal Control Department. Response: Please refer to the response from the Animal Control Director. The Board agrees with the Animal Control Director in that the billing for services to the City of Lakeport and the City of Clearlake should continue to remain the responsibility of the Animal Control Department, as they deal with the Cities directly regarding the existing annual contracts.
R14:
The Grand Jury recommends that the County Purchasing Division be utilized to procure supplies for the Shelter as foods and other items may be purchased at a reduced cost when bought in large quantities. Response: Please refer to the response from the Animal Control Director. The Board of Supervisors agrees with this recommendation and supports the Animal Control Director’s efforts to pursue the procurement of low cost kibble for the shelter through special programs.
R15:
The Grand Jury recommends that the Animal Control Director devise a fail-safe procedure to avoid tragedies such as the loss of two adoptable animals who were in a very hot Animal Control truck for hours and allegedly expired due to the excessive heat. Further, all Animal Control trucks that provide transportation for animals should be equipped with air-conditioning units which continue to function after the ignition is shut off. Response: Please refer to the response from the Animal Control Director which disputes the incident reported by the Grand Jury. The Board of Supervisors has approved the purchase of new cooling units for all service trucks.
R16:
The Grand Jury recommends that the 2003/2004 Grand Jury, and all subsequent Grand Juries, inspect the Animal Control facilities on an annual basis, interview staff at the facility and prepare a report addressing the current state of the Department and the animals. Response: Please refer to the response from the Animal Control Director. The Board Hon. David W. Herrick Re: Response to 02-03 Grand Jury Report September 9, 2003 agrees with this recommendation. C. Lake County Audit Committee
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Hallazgos & Recomendaciones
15 hallazgos
F1:
Recruitment and retention of staff have been and continue to be a serious problem. At present, there are only two new Animal Control Officers I, plus the Director, to cover the entire County. As well, the Grand Jury is concerned about the high number of “extra-help” 900-hour employees used in the Shelter. The Director lacks management experience, having been an Animal Control Officer II for only two years before being appointed Interim Director and then Director. Struggling just to maintain day-to-day operations, she is at risk of falling into the trap of hiring warm bodies just to fill positions, especially in the Shelter, rather than searching for qualified applicants. She may be tempted to use new hires to try to patch up old problems instead of creating a healthy working environment in which employees can succeed and excel. Even the most dedicated staff members cannot perform their jobs well if they do not receive proper guidance and recognition or lack established routinized procedures. Animal Control operations are particularly vulnerable to staffing problems, poor morale, and high employee turnover because the work is physically demanding, emotionally stressful (and sometimes devastating), and the wages, at all levels, appear to be non- competitive. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (3 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F2:
While County Administration appears to be taking a closer interest in the issues confronting Animal Control, there appear to be few opportunities for the Director to meet with the Board of Supervisors in person. To the Grand Jury’s knowledge, only one of the current Supervisors has bothered to visit Animal Control.
F3:
As emphasized by the Sheriff in his report, the Department lacks a Mission Statement. As needless as such a thing may seem to the Director, when her plate is already so full, an energizing Mission Statement that reaffirms a reverence for life can provide a focus around which to organize employees and often disparate activities and conflicting demands, and further serves as a useful reminder of “What it’s all about.” For example, the Mission Statement of the Marin Humane Society reads, “Guided by the humane ethic, it is the mission of the Marin Humane Society to protect animals from neglect, abuse, and exploitation, to advocate for their interests and welfare, and to inspire awareness and compassion for all living things.” http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (4 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F4:
The Policies and Procedures Manual is years outdated. Employees with only verbal instruction in the Department’s policies and procedures may be subject to incomplete or inconsistent teaching, as well as manifest inconsistent performance of their duties.
F5:
The Animal Control Officers appear not to scan new impounds consistently for the presence of a microchip.
F6:
During the last two “emergencies” during which the Emergency Operations Center was activated, one a forest fire and the other a flood, the emergency was handled but not in accordance with the Official Plan.
F7:
On the Grand Jury’s last visit, at a time when the Shelter was open to the public, the kennels smelled and appeared to have been hastily washed down after the Jurors’ arrival. The towels in the cat cages and puppy pens appeared unclean. On this occasion, the Grand Jury found the kennel staff without smocks and nametags despite the earlier institution of a “uniform,” and the dress of some office personnel was considered inappropriate.
F8:
The Grand Jury heard many complaints about animal “emotional abuse” in the Shelter, often attributed to the employees’ “need to survive” psychologically. Officers and kennel workers participating in daily euthanasia sessions are prone to loss of empathy as a defense mechanism. As all feral cats are killed after three days, workers may no longer care that the feral cats are further traumatized by placement in uncovered cages or that, when pregnant, may deliver prematurely due to their stress or that their kittens may be ill and die shortly. The employees may resist bringing in more animals, treat the animals roughly, or refrain from attending to, or walking, the dogs. For a time, the dogs were comforted by being given a fresh blanket to lie upon after cages were cleaned – a practice followed in all enlightened shelters these days – but the practice allegedly was truncated due to the “extra work” of doing the laundry, despite the recent purchase of upgraded appliances. The perceived attitude appeared to be: “They are all going to die anyway, so why bother?” Further, http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (6 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control as soon as the hold-time has expired, adoptable animals are alleged to be frequently “PTS” (put to sleep), without the public’s having a chance to give them a home, due to shelter overcrowding.
F9:
Paperwork regarding animal abuse or neglect that is submitted to the District Attorney’s Office is sometimes filled out incorrectly, resulting in lack of follow-through.
F10:
No protocols are currently in place for effective temperament testing or behavioral modification of dogs, which would permit better informed placement. These techniques, requiring some amount of staff training, are an important component in modern shelter operations.
F11:
In many remote locations within the County, radio communications with the Animal Control Officers are unreliable or non-existent.
F12:
The needs of residents in the City of Clearlake are not currently well-served by Animal Control. Being on-site in the Clearlake impound area only one hour each weekday afternoon is manifestly insufficient, given that at least two out of every three impounded animals come from the south County. Enforcement of leash laws or investigation of barking, abuse, or neglect complaints is not possible with so few Animal Control Officers available, which makes inevitable the unfortunate, and highly contentious, “Dosha incident.” The Clearlake Police Department cannot cope with, and is understandably sick of hearing about, all of the animal problems in the City without the ready and consistent availability of Animal Control Officers. The high impoundment rate there often requires the Animal Control Officers to make multiple trips to Lakeport daily due to the limited number of cages in the Clearlake Public Works garage and in the Animal Control vehicles.
F13:
Animal Control has contracts with both cities, Lakeport and Clearlake, for the provision of services and apparently is responsible for billing the cities monthly. The prior Director evidently failed to bill, and Lakeport failed to pay, although Clearlake continued to make its payments, despite the falloff in services provided.
F14:
Some cost cutting measures are not being pursued, such as putting large purchases out to bid even if the minimum cost threshold has not been met. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (8 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
F15:
Two adoptable animals were recently left for hours in Animal Control vehicles in the parking lot in the sun by Animal Control Officers. By the time the animals were discovered, they were unconscious and expired.
Recomendaciones adicionales
15
No vinculadas a hallazgos específicos.
R1:
County Administration can only benefit by making management and leadership training available to the Director to ensure that all relevant laws are followed and before potentially dysfunctional personnel patterns become entrenched. As well, permanent, continuing functions should be staffed with permanent positions; doing so would reduce turnover and also conserve training and supervisorial energy. High employee turnover is costly, as are employment-related claims and lawsuits. Not only are public seminars readily available, but so, too, is online or videotaped instruction. As well, HSUS sponsors annual conferences around the U.S., and management training is always featured, as all successful animal control operations are rooted in the quality of their management. The Grand Jury believes that the Director would be well advised to spend several days at well-run operations such as the Marin Humane Society and San Francisco SPCA. Two years ago, the Madera County Animal Control Department was in the same sorry state as Lake County – same county demographics and attitudes toward “disposable” animals, animal overpopulation, lack of attention by administration, and high incidence of shelter diseases, but a new inspired and inspiring Director, slowly but surely, is turning the operation around and is available for consultation.
R2:
Instead of being “buffered” by the Animal Control Advisory Board, the Board of Supervisors should establish regular meetings with the Animal Control Director, the Shelter Manager, and the Program Director and make routine visits to the Shelter to observe all aspects of the operation. Each institution has a “culture,” and the tone is set at the top. The Director and the entire Department, including the defenseless animals they are responsible for protecting, would benefit from enlightened management and leadership – not merely “supervision.” The Board of Supervisors must insist upon implementing and actively support the sea change in modern shelter medicine.
R3:
Perhaps the expertise of the Animal Control Advisory Board could be brought to bear to help Animal Control articulate an inspiring Mission Statement.
R4:
The Policies and Procedures Manual, covering each aspect of the Department’s operations, must be updated annually, and a copy should be available in both the administrative office and the Shelter. Each employee should be required to read the Manual and indicate in writing having done so. This documentation should then be placed in the employee’s file.
R5:
The Grand Jury should consider conferring with the Nevada County Grand Jury about its input into, and the effectiveness of, that Audit Committee. RESPONSE REQUESTED County Administrative Officer Auditor-Controller Board of Supervisors http://www.co.lake.ca.us/generalinformation/grandjury/report0203/auditcommittee.html (3 of 4)4/17/2007 3:07:52 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Audit Committee RESPONSES: None. APPENDICES/HANDOUTS: None http://www.co.lake.ca.us/generalinformation/grandjury/report0203/auditcommittee.html (4 of 4)4/17/2007 3:07:52 PM County of Lake - 2002/2003 Grand Jury Report - Handbook 2002/2003 Grand Jury Report OFFICE OF EMERGENCY SERVICES PURPOSE As recommended by the 2001-2002 Lake County Grand Jury, the current Grand Jury made inquiries to determine the status of the Office of Emergency Services in Lake County. PROCEDURES FOLLOWED:
R6:
Shelter cleaning needs to be better supervised and managed 24/7 and quality-control implemented. Protocols need to be posted and adhered to consistently. Unfortunately, cleaning, especially when employee turnover is high, often falls to those on the lowest rung – inmate laborers or community service workers, whose temporary assignments may result in lack of commitment to quality without continual supervision and recognition of good work. Administration of medications, to be effective, must be consistent. Fail-safe documentation of administration of medication, and its timing, must be initiated in the Shelter, especially for weekends. The Grand Jury continues to recommend that formal veterinary oversight (hands-on, boots-on-the- ground) be instituted, as well as routine vaccinations of all adoptable animals. Such would be cost- effective, in terms of animal health, resulting adoptability/transferability, and also staff education. As of June 1st, Lisa Hofmann, DVM, a veterinarian with a special interest in shelter medicine, joined the SPCA staff. Perhaps her services could be formally enlisted in the aid of Animal Control. And, as noted by the 2001-2002 Grand Jury, UC-Davis has a highly regarded Shelter Medicine Program and provides consultations.
R8:
The Grand Jury feels strongly that killing adoptable animals is incompatible with operating a humane shelter and contrary to State policy and that the human emotional toll exacted is severe and pervasive. Given the realities of Lake County, however, and recognizing that the Hayden Bill takes county population into account, the Grand Jury recommends that the practice of euthanasia should either be outsourced or that psychological counseling be offered routinely, without stigmatization, to Animal Control Officers and kennel staff. Once the Shelter more effectively manages its disease incidence, all rescue groups can and will participate in relocating large numbers of adoptable pets, thus reducing the need for such extensive daily euthanasia.
R9:
Someone from the DA’s Office should formally train new Animal Control Officers in the proper completion of the abuse/neglect referral forms.
R10:
Temperament testing and training protocols are readily available from HSUS, the American SPCA, and the Marin Humane Society. All have websites, for ease of ordering. The more time spent evaluating and socializing the animals, perhaps through the envisioned formal Volunteer program, the greater their opportunities for adoption.
R11:
More reliable mobile communication devices should be identified and provided to the Officers, for the sake of their safety and the efficiency of their operation. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (7 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Animal Control
R12:
When Animal Control has hired its full complement of Officers, Clearlake and environs need the attention of at least two full-time Animal Control Officers, patrolling and issuing citations, educating the public, and rounding up the strays, as well as manning the impound area. Staggered schedules would be helpful, as, evidently, many dogs are turned loose after 4 p.m., and periodic sweeps, the equivalent of the County law-enforcement’s “hook-and-book” days, might be considered. The Grand Jury applauds the fact that partial funding has been set aside by the Board of Supervisors for a new shelter and strongly urges that it be sited in the south County. Alternative non-profit sources of residual funding can also be explored. As noted in the Final Report by the 2001-2002 Grand Jury, if a commitment to running a no-kill shelter within five years can be made, Maddie’s Fund is a potential source. Again, perhaps the Advisory Board could explore the availability of grants to help fund a new shelter. The County should also explore available external public funding such as from Housing and Urban Development grants.
R13:
The Auditor-Controller’s Office should assume the billing of Lakeport and Clearlake for Animal Control’s services.
R14:
County Purchasing should be requested to procure supplies for Animal Control, even though individual purchases may not meet mandatory thresholds. For example, Science Diet kibble might be obtained from the manufacturer, Hill’s Pet Food, which provides free kibble if a certain amount is also purchased. Also, procurement of supplies on an annual basis should be explored to obtain further economies of scale.
R15:
The Director should devise a fail-safe procedure to assure that such traumatic events will be prevented. All of the trucks should have air-conditioning units, and they should continue to function after the ignition is switched off. ADDITIONAL RECOMMENDATION
R16:
Temperament testing and training protocols are readily available from HSUS, the American SPCA, and the Marin Humane Society. All have websites, for ease of ordering. The more time spent evaluating and socializing the animals, perhaps through the envisioned formal Volunteer program, the greater their opportunities for adoption. RESPONSE REQUESTS: Animal Control Advisory Board l Animal Control Department l Clearlake City Council l District Attorney’s Office l Lake County Administration l Lake County Board of Supervisors l RESPONSES - None APPENDICES/HANDOUTS: 1. Animal Control Survey Contacts 2. Survey Questionnaire 3. Survey Results 4. Map of California Counties http://www.co.lake.ca.us/generalinformation/grandjury/report0203/animalcontrol.html (9 of 9)4/17/2007 3:07:51 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Audit Committee 2002/2003 Grand Jury Report LAKE COUNTY AUDIT COMMITTEE PURPOSE: The Grand Jury sought to understand the function of the County Audit Committee, to which two Grand Jurors are assigned each year. PROCEDURES FOLLOWED: The Grand Jury interviewed the County Administrative Officer, a former grand juror on the Committee who was instrumental in its inception, and a partner in the CPA firm employed by the County, as well as attended quarterly meetings of the Committee. The Grand Jury additionally reviewed the Committee’s Bylaws and minutes of the meetings. BACKGROUND: Pursuant to California Penal Code sections 925, 925(a), 933.1, and 933.5, the regular Grand Jury is empowered to investigate the fiscal and operational performance activities of Lake County government and other local public entities. Prior to the formation of the County Audit Committee in 1999, the Grand Jury had the authority to engage outside consultants/auditors in order to assist in its investigations. Remuneration for such outside services was provided through funds allotted to the Grand Jury in the annual budget granted by the Lake County Board of Supervisors. After identifying qualified outside auditors to perform studies selected by any of the Grand Jury committees, the Grand Jury tracked the progress of the audits being conducted and secured interim reports and a copy of the final report. Members of the concerned committees were present for an exit interview conducted by the auditors prior to issuance of their final report. The 1997-1998 Grand Jury recommended the formation of a County Audit Committee to “better assure continuity in the selecting [sic] and working with the independent auditor.” The formal Response to that Recommendation read, “The Board of Supervisors agrees with this recommendation as long as the Grand Jury does not believe that such a change in procedure would reduce the independence of the outside auditor.” The Committee was established in 1999, and the Grand Jury’s annual budget was correspondingly reduced to reflect the loss of its auditing responsibility. http://www.co.lake.ca.us/generalinformation/grandjury/report0203/auditcommittee.html (1 of 4)4/17/2007 3:07:52 PM County of Lake - 2002/2003 Grand Jury Report -Lake County Audit Committee The initial composition of the County Audit Committee included the County Administrative Officer, the Auditor-Controller, one member of the Board of Supervisors, and two members of the Grand Jury. In 2000, The Board of Supervisors approved a revision to the Committee’s Bylaws adding a sixth member. A former grand juror, Charles Olha, was added in 2000 as “a member of the public.” Mr. Olha was intended to be the “liason” to each new Grand Jury panel, although that was news to the 2002-2003 Grand Jury, including its remaining hold-over jurors from the prior year. The duties of the County Audit Committee are as follows: 1. Selecting an independent audit firm to audit the County’s financial records. 2. Meeting with the audit firm as necessary prior to, during, and after preparation of the annual Audit Report. 3. Reviewing the findings of the Audit Report with relevant County department heads. The department heads are required to respond to the Audit Report in the same format as is required for responses to Grand Jury findings. Since the Committee’s inception, Kelly Cox has been the Chair, Pam Cochrane has been the Vice- Chair, and the audit firm has been the CPA firm Smith & Newall, represented by partner Merilee Smith, from Yuba City. In general, the meetings are held “as necessary” in approximately August, November, February/March (when the Audit Report for the prior fiscal year, usually completed in December, is presented), and March/April (when department heads are questioned). In addition to an audit of all departments presented in the Comprehensive Annual Financial Report, Smith & Newall also prepares a Management Report, which addresses only those departments for which audit recommendations are made. The heads of departments specified in the Management Report are then invited to discuss