Marin County Grand Jury
2021-2022
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Additional Recommendations
2
Not linked to specific findings.
R1:
By August 1, 2022, the of Schools and all Marin
R2:
On or before January 1, efficiency measures, including necessary to bring about an
Findings & Recommendations
10 findings
F1:
Marin County lacks sufficient affordable and workforce housing.
F2:
Increasingly, individuals who work in Marin County cannot afford to live in the county, many of whom must commute from outside the county.
F3:
Recent California laws provide new incentives for local governments to collaborate in developing affordable housing.
F4:
The Regional Housing Needs Allocation allotments are widely viewed as unachievable for the county and many Marin municipalities.
F5:
Failure to achieve Regional Housing Needs Allocation allotments will trigger loss of local control over housing development.
F6:
There is new and increasing support and willingness to cooperate among elected officials for building affordable housing in Marin.
F7:
A countywide approach to housing development would enhance Marin’s ability to meet affordable and workforce housing needs.
Related Recommendations (1)
R1:
No later than December 31, 2022, the Marin County Board of Supervisors and Marin’s city and town councils should jointly create a regional authority, or empower an existing authority such as the Transportation Authority of Marin, to coordinate affordable and workforce housing policy on a countywide basis.
F8:
Large affordable housing developments in Marin require subsidies to be financially feasible.
F9:
Organizations with expertise and access to subsidies and other funding sources are successfully building new affordable and workforce housing developments in Marin.
F10:
A countywide approach to housing development would enhance Marin’s ability to secure funding for affordable and workforce housing. See Appendix A, p.4.
Related Recommendations (1)
R1:
No later than December 31, 2022, the Marin County Board of Supervisors and Marin’s city and town councils should jointly create a regional authority, or empower an existing authority such as the Transportation Authority of Marin, to coordinate affordable and workforce housing policy on a countywide basis.
Additional Recommendations
3
Not linked to specific findings.
R2:
Evaluate and Monitor the Cumulative Impacts of Planning and Development. • Evaluate and monitor the countywide cumulative impacts of planning and development on: Executive Committee Item 5 May 10, 2006 o Housing needs o Economic vitality o Social equity o Traffic congestion o The environment • Conduct an analysis of the countywide cumulative impacts of commercial buildout on housing, transportation, and the public infrastructure. • Identify indicators and benchmarks to track cumulative land use decisions, and • Evaluate carrying capacity and ultimate buildout to achieve a reduced ecological footprint in Marin.
R3:
Sharing of Ideas, Information, Resources, and Best Approaches for Marin • Review model ordinances and programs. • Encourage consistent standards and regulations where feasible and desired. • Promote more efficient resource use to reduce Marin's ecological footprint, and • Establish a system for the prioritization and ranking of issues.
R4:
Pursue funding opportunities for planning efforts on topics of mutual interest Next Steps The draft statement of purpose will be revised based on comments received at the Executive Committee meetings and will be taken to the May 25, 2006 TAM Board for comments and input. Staff is in the process of reviewing the existing CWPA JPA to determine its status. Pending this outcome and input received from the TAM Board, the Committee Chair and CDA staff may need to either modify or potentially dissolve the JPA document to reflect the new form and function of the CCPC. This outcome will be brought to TAM for consideration at the September 2006 TAM Board meeting. The first meeting of the CCPC is preliminarily scheduled for fall 2006. Recommendation: Staff recommends:
Findings & Recommendations
9 findings
F1:
The Marin County Sheriff is an elected official and is not subject to necessary and effective county government and community oversight.
F2:
There is a long history of distrust between many residents of Marin City and the Marin County Sheriff’s Office.
F3:
The Marin County Sheriff’s Office has not adequately acknowledged community issues or concerns even when they are voiced directly to the Sheriff’s Office.
F4:
Marin County residents do not currently have an effective forum to express concerns about the Marin County Sheriff’s Office.
F5:
Due to the Marin County Sheriff’s Office field training program and short assignments, there is limited opportunity to build good community relationships between Marin City residents and Marin County sheriff’s deputies.
F6:
The Marin County Sheriff’s Office has failed to provide adequate community outreach after significant events that affect Marin City.
F7:
Implementing a community policing model for Marin City would improve relations between its residents and the Marin County Sheriff’s Office.
F8:
The Sheriff’s proposed working group presented to the Marin County Board of Supervisors on February 1, 2022 would not provide effective oversight of the Marin County Sheriff’s Office.
F9:
A citizens’ sheriff oversight board, enacted pursuant to Assembly Bill 1185, could provide effective oversight of the Marin County Sheriff’s Office.
Related Recommendations (1)
R1:
By December 31, 2022, the Marin County Board of Supervisors should enact a county ordinance, pursuant to Assembly Bill 1185, creating a sheriff oversight board. The oversight board should be provided with subpoena power and subject to the Brown Act.
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Findings & Recommendations
16 findings
F1:
The prospect of Marin Municipal Water District’s reservoirs running dry within a year shows that the District has fallen short in its efforts to ensure a long-term resilient supply of water for its customers. The District and its ratepayers are vulnerable to the increasing likelihood of water shortfalls.
F2:
Due to a failure to fully develop and act on long-term water resilience plans, Marin Municipal Water District left itself with only the expensive Richmond Bridge pipeline 41 U.S. Congress, “H.R. 3684 - Infrastructure Investment and Jobs Act,” 117th Congress (2021-2022). https://www.congress.gov/bill/117th-congress/house-bill/3684/text option for responding to the drought emergency, which could have preempted pursuit of other means of establishing long-term water resilience.
Related Recommendations (1)
R2:
By December 31, 2022, Marin Municipal Water District should develop and act on a detailed long-term roadmap to resilience by identifying and prioritizing sources of additional supply.
F3:
Marin Municipal Water District has not adequately addressed climate change in developing its long-term water supply plans to date. Relying on historical data to predict future rainfall is not sufficient given ongoing and future changes in the climate.
F4:
Even with ongoing successful conservation efforts, Marin Municipal Water District will need additional sources of water and storage capacity to provide a long-term reliable water supply for its ratepayers.
Related Recommendations (1)
R1:
By September 30, 2022, the Marin Municipal Water District should commit to securing 10,000 to 15,000 AF per year of additional water supply before 2035.
F5:
Marin Municipal Water District has been slow to adopt proven Advanced Metering Infrastructure technology, which could enhance conservation by providing the District and its customers with real time data on water use and repairable leaks.
Related Recommendations (1)
R6:
By December 31, 2022, the Marin Municipal Water District should commit to completing a District-wide installation of Advanced Metering Infrastructure by the end of 2024.
F6:
Marin Municipal Water District could enhance its water resilience by constructing an East Bay pipeline for importing additional water. This option would also enable MMWD to participate in a regional desalination project and add storage capacity in the Los Vaqueros Reservoir.
F7:
Marin Municipal Water District could improve its water supply resilience by restructuring its relationship with the Sonoma County Water Agency in order to increase imports and potentially develop additional storage capacity.
Related Recommendations (1)
R5:
By December 31, 2022, Marin Municipal Water District should adopt a near-term plan for increasing Russian River imports and expanding the District’s relationship with the Sonoma County Water Agency.
F8:
Drought-proof supplies of water will become increasingly important in the coming years, with climate change-induced droughts expected to become more frequent and severe.
F9:
Marin Municipal Water District has failed to place sufficient priority on development of drought-proof sources of water, such as recycling programs and regional desalination projects.
Related Recommendations (1)
R3:
In its resilience roadmap, Marin Municipal Water District should prioritize the development of drought-proof sources of water, including direct potable reuse and regional desalination.
F10:
The use of direct potable reuse presents a reliable, drought-proof, and cost-effective option for securing a substantial volume of additional potable water from within the Marin Municipal Water District.
F11:
The use of direct potable reuse is a potentially more efficient and impactful use of wastewater, as compared to recycling that wastewater for non-potable use in a “purple pipe” system.
F12:
Desalination is a feasible, drought-proof option for producing additional water for the Marin Municipal Water District.
F13:
Marin Municipal Water District participation in a large-scale regional desalination project is likely the most feasible desalination option that could provide an additional drought- proof source of water.
F14:
The measures needed to secure long-term water resilience will require additional funding and higher water rates for Marin Municipal Water District’s ratepayers.
Related Recommendations (1)
R7:
By December 31, 2022, Marin Municipal Water District should develop a long-term plan for financing the prioritized resilience options and communicate this information to ratepayers.
F15:
Marin Municipal Water District would improve its chances of receiving federal and state water resilience grant money by participating in regional partnerships.
Related Recommendations (1)
R4:
In its resilience roadmap, Marin Municipal Water District should include strategies for collaborating with other Bay Area water districts to enhance its competitiveness in seeking federal and state grants.
F16:
Marin Municipal Water District could significantly enhance water supply resilience and improve risk management during droughts, earthquakes, and other natural disasters by increasing its participation in regional partnerships with other water agencies.
Findings & Recommendations
6 findings
F1:
With the building sector accounting for approximately 34 percent of greenhouse gas emissions in Marin County, it will be necessary to substantially reduce emissions from that sector if the county and its cities and towns are to meet their 2030 greenhouse gas reduction goals.
F2:
Reducing or eliminating natural gas as a fuel source in buildings will dramatically reduce greenhouse gas emissions from Marin County’s building sector.
Related Recommendations (2)
R1:
On or before January 1, 2023, Marin County and each of its cities and towns that have not already done so should adopt a reach code banning natural gas connections in newly constructed buildings.
R2:
On or before January 1, 2023, Marin County and each of its cities and towns that have not already done so should adopt a reach code requiring energy efficiency measures in connection with renovations of existing residential buildings. The reach code should specify the size of the renovation that will trigger the requirement and provide flexibility by allowing the applicant to choose from a list of energy efficiency measures, including electrification of gas appliances.
F3:
The use of natural gas in buildings gives rise to health and safety risks, including adverse health effects attributed to exposure to natural gas, and safety risks posed by pipeline leaks, ruptures, and explosions. These health and safety risks serve as additional reasons to eliminate natural gas as a fuel source in new and existing buildings.
Related Recommendations (2)
R1:
On or before January 1, 2023, Marin County and each of its cities and towns that have not already done so should adopt a reach code banning natural gas connections in newly constructed buildings.
R2:
On or before January 1, 2023, Marin County and each of its cities and towns that have not already done so should adopt a reach code requiring energy efficiency measures in connection with renovations of existing residential buildings. The reach code should specify the size of the renovation that will trigger the requirement and provide flexibility by allowing the applicant to choose from a list of energy efficiency measures, including electrification of gas appliances.
F4:
The timely reduction of greenhouse gas emissions from Marin County’s building sector will require in-depth, comprehensive, and coordinated planning. A countywide planning process, coordinated by Marin Climate and Energy Partnership or the county’s Sustainability Team, would be an effective and efficient means of sustaining focus and leveraging the resources needed for developing a Countywide Building Electrification Plan.
Related Recommendations (1)
R3:
Marin County and each of its cities and towns, collaborating through the Marin Climate and Energy Partnership or otherwise, should develop a comprehensive Countywide Building Electrification Plan to be completed on or before January 1, 2024. The Plan should identify those strategies, programs, and concrete actions necessary to bring about an equitable, prompt, and material acceleration of building electrification throughout the county.
F5:
Underserved communities and lower income households have greater vulnerability to rising energy costs and will likely require extra financial support to mitigate those costs and reduce household greenhouse gas emissions through measures that require significant up-front investment.
F6:
The timely electrification of existing buildings will likely require one or more mandatory measures, supported where necessary by financial subsidies and rebates.
Findings & Recommendations
6 findings
F1:
The COVID-19 pandemic response by Marin County’s public agencies and their employees was for the most part excellent, resulting in fewer hospitalizations and deaths than other similar counties, and a vaccination rate that is among the highest in the nation.
Related Recommendations (1)
R1:
By October 31, 2022, the Marin County Board of Supervisors should initiate a comprehensive review of the countywide COVID-19 pandemic response, with the involvement of municipalities, schools, community-based organizations, and businesses.
F2:
Marin’s broad emergency response showed that the county’s health and human services, law enforcement, fire protection, public schools, and other public agencies coordinated and responded to multiple emergencies and inevitable surprises very effectively.
Related Recommendations (1)
R2:
By October 31, 2022, the Marin County Board of Supervisors should conduct a formal review to determine and establish the optimal reporting relationship for the Marin County Office of Emergency Services.
F3:
The county and community-based organizations overcame initial communications, operational, and logistical challenges, and these collaborations were key to serving the public health needs of Marin’s communities.
F4:
Marin County’s Public Health Department did an admirable job addressing an avoidable San Quentin COVID-19 outbreak, which resulted in a strain on Marin’s health facilities and resources. Tetra Tech, Inc., Marin County COVID-19 EOC Activation Improvement Plan, December 2020. Marin County Civil Grand Jury COVID-19 Response in Marin County: Successes and Next Steps
F5:
Marin County did not always adequately engage and coordinate with the county’s municipalities and communities regarding implementation of health and safety protocols. Although progress has been made in more effective communications, there sometimes continues to be inadequate notice regarding logistical implementation of health and safety protocols in impacted communities, municipalities, and schools.
F6:
A review of the reporting structure for the Marin County Office of Emergency Services would be appropriate in view of its broad scope of responsibilities including public health.
Findings & Recommendations
8 findings
F1:
Excellent collaboration between Marin County Public Health officers and Marin’s public school administrators during the COVID-19 pandemic produced science-based and demonstrably workable guidelines for reopening Marin County’s public schools safely early in the 2020-21 school year.
F2:
Since experts agree that in-person classroom instruction is best for students, putting students first by keeping schools open as much as possible should be an imperative for all of Marin’s educators.
F3:
Because labor negotiations over resuming in-person classroom instruction added to the complexity and delays in public school reopenings, Marin’s public school districts would benefit by developing standard practices and models for resolving staff concerns.
Related Recommendations (1)
R2:
By August 1, 2022, the Marin County Superintendent of Schools and all Marin public school districts should also call on the Lost Learning Task Force, as a second but vital priority, to develop and recommend protocols and policies for minimizing the length of emergency school closures during future disruptions.
F4:
Marin’s public schools would benefit from studying the private and public schools that demonstrated an ability to fully reopen early in the 2020-21 school year while complying with Marin’s public health requirements.
F5:
As a consequence of significant differences in the amount of in-person instruction time offered by Marin County’s 18 public school districts during the 2020-21 school year, Marin’s public school students experienced wide disparities in educational instruction.
F6:
A shortage of in-person instruction during the 2020-21 school year slowed measurable learning progress for many Marin public school students, resulting in deficits that should be addressed over the long-term with a concerted recovery program.
Related Recommendations (1)
R1:
By August 1, 2022, the Marin County Superintendent of Schools and all Marin public school districts should convene a countywide Lost Learning Task Force to rapidly 21 House Committee on Education and Labor, “Fact Sheet, Learning Recovery Act of 2021,” accessed March 8, 2022. https://edlabor.house.gov/imo/media/doc/2021-01-28%20Learning%20Recovery%20Act%20Fact%20Sheet.pdf develop lost learning recovery models that are available for implementation by all of Marin’s public school districts.
F7:
Slow in-person school reopenings undermined confidence in public schools and contributed to an enrollment decline, potentially weakening long-term financial support for Marin’s districts that rely on attendance for state funding.
F8:
The Marin County Superintendent of Schools and Office of Education are best positioned to take a leadership role in enabling school districts to coordinate and implement a focused pandemic recovery plan that addresses students’ academic, social, and emotional needs.
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Findings & Recommendations
1 findings
F1:
The 2021–2022 Grand Jury found that Marin’s public agencies satisfied their legal obligations to respond to grand jury reports.
Additional Recommendations
6
Not linked to specific findings.
R3:
Firearm Safety in Marin Against a backdrop of proliferating gun sales at the national and local levels, a trend that only accelerated during the Covid pandemic, the jury addressed a range of gun safety issues. All respondents reacted favorably to the jury’s recommendations to increase education, make gun locks more readily available, and commit to a countywide buyback program sponsored by the Marin County District Attorney. The DA’s Office indicated that the gun buyback program will be implemented once Covid protocols are eased. Additionally, the DA’s Office and local community leaders partnered in planning a yearlong gun safety and awareness campaign.
R4:
Mental Health Challenges in Our Schools The Grand Jury made recommendations for improvements in programs to mitigate the mental health crisis in Marin’s schools where many students are experiencing increased anxiety and a sense of hopelessness. The jury recommended that the schools begin implementing elements of the County’s suicide prevention plan. Measures have been taken to improve program collaboration and access to mental health services throughout Marin County schools.
R5:
Climate Change The County and most of Marin’s municipalities rejected a Grand Jury recommendation to establish a multi-jurisdictional task force charged with developing a comprehensive strategy for mitigating and adapting to climate change. A jury recommendation to reorganize and add climate change adaptation to the mission of the County’s flood control agency was also rejected. Instead, local agencies opted to continue relying on established strategies, including updating their respective climate action plans for 2030 and 2045.
R6:
A Comprehensive List of Marin’s Public Agencies Marin County has more than 150 local government agencies. Several Marin County Civil Grand Juries have recommended the development and maintenance of a single comprehensive list. As this has never been fully implemented, the 2019-2020 Grand Jury developed the list along with a proposed methodology to maintain it. The list was issued on June 30, 2020, but a recommendation that the list be maintained and regularly updated by either the County Clerk or the County’s Department of Finance was rejected.
R7:
Cyberattacks Following security breaches and subsequent Grand Jury recommendations, Marin’s county and municipal governments strengthened their cybersecurity policies and systems. Marin’s local governments now publicly report breaches and share best practices with one another. In July 2020, the County also committed to installing new hardware that provides a menu of enhanced security features that can be requested and implemented by each municipality.
R8:
Web Transparency of Agency Compensation Practices Despite the State’s legal requirements and two prior Grand Jury reports (2015-2016, 2016-2017) that recommended Marin public agencies make compensation for their elected officials and employees fully transparent on their websites, the Grand Jury found that many jurisdictions had failed to do so. Following recommendations by the 2019- 2020 Grand Jury, a sample audit by the jury indicated that agencies had successfully updated their websites to report the required information properly.