Marin County Grand Jury
2026-2027
Findings & Recommendations
7 findings
F1:
The current fragmented structure of special districts results in unnecessary duplication of administrative services and operational inefficiencies.
Related Recommendations (1)
R1:
By January 1, 2027, all special district boards should have conducted their first semi- annual consolidation exploration meeting with similar districts and will have established a regular meeting schedule moving forward.
F2:
Some districts perform competently but lack sufficient scale to support long-term strategic investment in infrastructure, technology, staffing, and resilience.
Related Recommendations (1)
R2:
By October 1, 2026, the Board of Supervisors should direct the development of comprehensive, cost-efficient shared services (such as IT, legal, finance, HR/payroll, harmonized compensation/benefits package, insurance) for special districts to optimize expenses and secure a Marin-wide acceptable quality standard. First limited-service offerings are encouraged to be made available by January 1, 2027.
F3:
Smaller districts are disproportionately vulnerable to staffing disruptions and catastrophic events that could rapidly impair service delivery.
Related Recommendations (1)
R3:
By January 31, 2027, with the assistance of the County, all districts should develop and publish on their website standardized, comparable Key Performance Indicators (KPIs) with regard to service pricing, finance, staffing, operations, and customer satisfaction.
F4:
Although consolidation is a popular idea among many elected board members, current governance structures, absence of board member term limits, and fear of loss of political influence discourage boards and administrators from initiating consolidation even when they recognize its benefits.
Related Recommendations (1)
R4:
By January 31, 2027, each district should publicly update findings and progress regarding consolidation opportunities, and share those findings with the Board of Supervisors and the public on a semi-annual basis.
F5:
Service and pricing inequities currently exist across Marin and may increase if consolidation and functional collaboration do not accelerate.
Related Recommendations (1)
R5:
By January 31, 2027, the Board of Supervisors should oversee compliance with R1–R4 and update the public on the districts’ performance.
F6:
Performance metrics for essential, mission-specific services exist but they are not readily available and standardized, which prevents meaningful public comparison of district effectiveness and undermines accountability.
Related Recommendations (1)
R6:
By October 1, 2026, in the process of implementing R1 and R2, districts should prioritize functional consolidation in operations, procurement, training, and administration as a precursor to formal consolidation.
F7:
Without proactive reform, future consolidations are more likely to occur through crisis- driven intervention, resulting in greater disruption and higher costs.
Related Recommendations (1)
R7:
By October 1, 2026, the district’s board compensation, benefits, length of service, date of term end, and expenses related to board work should be clearly and prominently posted on each district’s website and updated annually.
Additional Recommendations
2
Not linked to specific findings.
R8:
By June 1, 2027, special districts should adopt term limits of two consecutive four-year terms for all board members. Staggered implementation of term limits to avoid disruptions is encouraged.
R9:
By June 1, 2027, board compensation structures should be reviewed across districts, and considered for adjustment. All components of board compensation should be posted on their website (see best practice example in Appendix B).
Findings & Recommendations
9 findings
F1:
The Civic Center interior spaces have deteriorated due to a lack of long-term strategic facilities management planning.
Related Recommendations (1)
R1:
By January 1, 2028, the Board of Supervisors should approve and fund a comprehensive Conditions and Uses Assessment Report / Facilities Asset Management Plan for the Civic Center. The Report / Plan should analyze current uses of the Civic Center and the entire Campus, and plan for its future.
F2:
The Civic Center interior spaces have deteriorated due to insufficient resources and staffing in the Department of Public Works and its Facilities Maintenance Division.
Related Recommendations (1)
R1:
By January 1, 2028, the Board of Supervisors should approve and fund a comprehensive Conditions and Uses Assessment Report / Facilities Asset Management Plan for the Civic Center. The Report / Plan should analyze current uses of the Civic Center and the entire Campus, and plan for its future.
F3:
Previously approved County budgets have not provided for major replacements and maintenance for the Civic Center. Additional funding will need to be allocated to address these shortcomings.
Related Recommendations (1)
R1:
By January 1, 2028, the Board of Supervisors should approve and fund a comprehensive Conditions and Uses Assessment Report / Facilities Asset Management Plan for the Civic Center. The Report / Plan should analyze current uses of the Civic Center and the entire Campus, and plan for its future.
F4:
The Civic Center does not meet modern security standards.
Related Recommendations (1)
R3:
By January 1, 2028, the Board of Supervisors should approve and fund a full security and safety study for the Marin County-managed portions of the Civic Center building.
F5:
The Civic Center is large enough and important enough to require additional advocates other than the Department of Public Works. No County body is empowered to make the Civic Center a great place to work and visit, inside and out. Although entities are tasked with historical preservation and maintenance, no entity takes a holistic view of the building in regard to long-term functionality, financing, and sustainability.
Related Recommendations (2)
R1:
By January 1, 2028, the Board of Supervisors should approve and fund a comprehensive Conditions and Uses Assessment Report / Facilities Asset Management Plan for the Civic Center. The Report / Plan should analyze current uses of the Civic Center and the entire Campus, and plan for its future.
R2:
By January 1, 2027, the Board of Supervisors should appoint a commission consisting of County staff and members of the public that focuses on long-term revitalization of the Civic Center, including improvements to the uses and functionality of the work and community spaces. This commission should make recommendations to the Board of Supervisors regarding future planning and uses, facilitate community engagement, encourage public- private partnerships, support philanthropic funding, and monitor the progress of planned maintenance and improvements.
F6:
The Design Guidelines used by DPW, Facilities Maintenance, and Parks staff are over 20 years old and should be updated.
F7:
The Civic Center Campus is underutilized as a gathering place for members of the Marin community. Despite enthusiasm for it to become a community gathering spot — a true “third place” — it has not had sufficient planning or monies allocated to achieve such a goal.
Related Recommendations (1)
R5:
By June 30, 2027, the Board of Supervisors should direct County staff to explore and report back on expanding the availability of the Civic Center as a venue for celebratory events such as wedding ceremonies, adoption finalizations, and a place to observe other moments that are especially memorable in the lives of Marin residents.
F8:
Public-private partnerships have been a useful tool to renovate other public buildings.
F9:
The Civic Center building is confusing and hard to navigate. Modern, clear maps and signage, at the Civic Center, on the Campus grounds and online, would help residents and visitors alike.
Related Recommendations (1)
R4:
By January 1, 2028, the Board of Supervisors should direct the Department of Public Works to update the Civic Center Building and Campus maps across all formats (online, physical, etc.) in order to improve routes to and navigation within the building and campus.