Mendocino County Grand Jury

2005-2006

22 reports

From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
View the full annual report (PDF)
The full consolidated volume; individual reports are listed below.
Individual reports (22)

Findings and recommendations not yet extracted.

Findings & Recommendations 41 findings
F1: The Mendocino County Sheriff Coast Sector Sub-Station is staffed in accordance with its budget: one Lieutenant, three Sergeants, eleven Deputies, one Bailiff, one Detective, and one Secretary.
Related Recommendations (1)
R10: all government agencies and non-governmental organizations encourage and cooperate with citizens’ methamphetamine suppression efforts. (Findings 1, 3, 4, 6, 11, 12, 17, 18) COMMENTS As long as there is widespread tolerance among the general public for dangerous drug use, the efforts of law enforcement and drug prevention agencies will be ineffective. The complexities involved in establishing an effective medical marijuana policy further muddy these waters. The leaders in this County, both public and private, need to communicate clearly the realities of dangerous drug use. The public needs also to recognize that the costs of methamphetamine use extend far beyond the immediate consequences to the individual user. That user may be a burden to the community for the rest of his or her life. The family, particularly the children, of that user is at risk for physical, financial and emotional damage for years to come.
F2: The Sheriff’s Department designates the area between Rockport and Gualala as the Coast Sector.
F3: A Coast Sector deputy sheriff generates approximately 20 hours of overtime every two weeks.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F4: Coast Sector patrol work is generally limited to dispatch responses, process serving, transportation of detainees, and other departmental duties.
F5: Deputies have recently been issued Tasers and instructed in their use by POST- trained officers (Police Officer Standard Training).
F6: Storage space for evidence is inadequate.
Related Recommendations (3)
R1: the Evidence Room (storage space for evidence) be enlarged and upgraded. (Finding 6)
R7: that the BOS amend the County budget to remedy the problems in the Sub-Station Facility. (Findings 6, 10, 11, 12, 13, 14) Comments Despite the excessive workload and the problems with the facility, the staff of the Mendocino County Sheriff Sub-Station in Fort Bragg is providing excellent services. In the opinion of the Sheriff’s Department, overtime would not be reduced by additional staff. Adding a substantial number of deputies to the roster would allow the Department to increase the hours of community policing. Response Required Mendocino County Board of Supervisors, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 7. Sheriff, Mendocino County Sheriff’s Department, Findings 1 through 15 and Recommendations 1 through 6. Director, Mendocino County Department of General Services, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 6. FORT BRAGG POLICE DEPARTMENT AND HOLDING CELL November 3, 2005 Summary In accordance with duties required, the Grand Jury visited the Fort Bragg Police Department (FBPD), the department office, and a holding cell on the adjoining property of the Mendocino County Sheriff’s Department.
R9: community members assist law enforcement in uncovering methamphetamine labs by reporting suspicious odors, trash, and unusual traffic flow in their neighborhoods, through neighborhood watch programs, homeowners associations, and other local action groups. (Findings 6, 18)
F7: Detainees at Fort Bragg are normally booked and transported to the County Jail in Ukiah or to another facility within two hours.
F8: Detainees on the South Coast (from Navarro to the south County line) are taken directly to the County Jail in Ukiah.
F9: The Coast Sector Sub-Station Holding Cells are clean.
F10: The Coast Sector Holding Facility lacks an audio monitoring system.
Related Recommendations (2)
R2: an audio monitoring system be installed to bring the Sub-Station into compliance with California Code of Regulations §6031. (Finding 10)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F11: The handicapped rails, benches, air duct screens, wall panel, and faucet handles in the Holding Cells could be used by a prisoner to hang him/herself.
Related Recommendations (2)
R3: components in the Holding Cells that present a danger to inmates be corrected. (Finding 11)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F12: The central heating and cooling system in the Sheriff’s Coast Sector Sub-Station is inadequate.
Related Recommendations (2)
R4: the heating and cooling system in the Sub-Station be upgraded. (Finding 12)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F13: Given the heavy use of the Sheriff’s Coast Sector offices, cleaning and routine maintenance beyond the regularly scheduled janitorial service provided by County General Services must be performed by the Sub-Station staff.
Related Recommendations (2)
R5: the frequency of janitorial services in the Sub-Station be increased. (Finding 13)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F14: The emergency button/bell system installed in the Sub-Station is unmonitored and connected only to offices that are often unoccupied.
Related Recommendations (2)
R6: the emergency button/bell system installed in the Sub-Station be monitored at all times. (Finding 14)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F15: In the opinion of the Sheriff’s Department Coast Sector Sub-Station, methamphetamine, along with other drugs including alcohol, is a major factor in most arrests.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F16: Proceeds from the inmates’ payphones at MCJH are used exclusively for youth programs, including recreational equipment and magazine subscriptions.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F17: There are Narcotics Anonymous (NA) and Alcoholics Anonymous (AA) programs available for MCJH inmates.
F18: There currently is no work program available to which the courts can refer youth in Mendocino County.
F19: A previously funded Mendocino County work program was demonstrated to be effective and beneficial in the rehabilitation of juveniles.
F20: A work program can serve as an effective court diversion for youth who otherwise would be in MCJH.
F21: There is an extremely high percentage of inmates with a history of methamphetamine use.
F22: There is no Social Worker on staff.
F23: The MCJ works with the Ukiah Adult School for inmates who want to earn a GED.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F24: There are Alcoholics Anonymous (AA) and Narcotics Anonymous (NA) programs available for inmates.
F25: At the time of inspection, there were many significant problems with the MCJ facility, including malfunctioning door locks, roof leaks, aging plumbing, floor tile in need of replacement, and inadequate storage space.
F26: Mendocino County General Services is charged with the maintenance of the MCJ. MENDOCINO COUNTY COURTHOUSE HOLDING CELLS FINDINGS
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F27: All of these agencies make every effort to meet the urgent needs of those seeking assistance and to help each client reach a level of self-sufficiency. This includes one agency picking up essential services when another agency discontinues them.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F28: All of these agencies assist clients in obtaining appropriate services from city, County, State, and Federal agencies.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F29: These four agencies work diligently and successfully to respond to the concerns of their geographic neighbors.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F30: All the agencies are monitored by the County Health Department and meet sanitation standards.
F31: These four agencies work together with other non-profits, Mendocino County Health and Social Services, and California State Departments to meet the needs of their clients.
F32: All four agencies belong to The Homeless Services Planning Group, an association made up of Social Service departments and non-profit agencies concerned with homelessness for the purpose of coordinating service delivery and avoiding duplication of services.
F33: All four agencies receive their funding from multiple sources with different guidelines and regulations.
F34: Grants and contracts received by these agencies rarely provide more than 5-6% for administrative costs and sometimes none. This is far below the actual administrative costs of 10-15%.
F35: All agencies acknowledge the need to allocate staff time to apply for grants and short-term financing for long-term needs.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F36: The lowest wage paid to an employee of any of these agencies is $8.39 per hour. Most staff members earned between $10 and $17 per hour. Compensation for Executive Directors ranged from $17.60 to $26.23 per hour.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F37: When possible these agencies provide health benefits to their employees; three provide no retirement benefits to employees, one matches employee contributions to an IRA.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F38: All agencies are hampered by income shortfalls and slow delivery of contracts and grant funds. Methods used to meet these shortfalls include reducing salaries, reduction of overtime for holidays, and encouragement of voluntary leaves of absence without pay. Agencies also borrow money to cover slow reimbursement from government contractors, cut staff hours, and even lay off employees. Board members have made personal contributions to carry their agency through a shortfall.
F39: All agencies have an all-volunteer Board of Directors; some of the directors are former clients.
F40: All agencies wish to increase membership on their Boards and to have memberships more representative of local demographics.
F41: The Buddy Eller Shelter is almost one mile from the UCC/FB, two miles from the Plowshares dining room, and two and a half miles from the proposed new dining room. Currently the Mendocino Health Clinic provides limited bus service between UCC and Plowshares.
Additional Recommendations 1

Not linked to specific findings.

R8: COMMENTS The Grand Jury commends the staff of the Mendocino County Jail for the tremendous work they do in maintaining a safe environment for the staff and inmates. The challenges are enormous considering the poor condition of the antiquated facilities in which they have to work. The creation of a Criminal Justice Policy Task Force, though long overdue, gives reason to expect positive change in a system badly in need of improvement.
Findings & Recommendations 41 findings
F1: The Mendocino County Sheriff Coast Sector Sub-Station is staffed in accordance with its budget: one Lieutenant, three Sergeants, eleven Deputies, one Bailiff, one Detective, and one Secretary.
Related Recommendations (1)
R10: all government agencies and non-governmental organizations encourage and cooperate with citizens’ methamphetamine suppression efforts. (Findings 1, 3, 4, 6, 11, 12, 17, 18) COMMENTS As long as there is widespread tolerance among the general public for dangerous drug use, the efforts of law enforcement and drug prevention agencies will be ineffective. The complexities involved in establishing an effective medical marijuana policy further muddy these waters. The leaders in this County, both public and private, need to communicate clearly the realities of dangerous drug use. The public needs also to recognize that the costs of methamphetamine use extend far beyond the immediate consequences to the individual user. That user may be a burden to the community for the rest of his or her life. The family, particularly the children, of that user is at risk for physical, financial and emotional damage for years to come.
F2: The Sheriff’s Department designates the area between Rockport and Gualala as the Coast Sector.
F3: A Coast Sector deputy sheriff generates approximately 20 hours of overtime every two weeks.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F4: Coast Sector patrol work is generally limited to dispatch responses, process serving, transportation of detainees, and other departmental duties.
F5: Deputies have recently been issued Tasers and instructed in their use by POST- trained officers (Police Officer Standard Training).
F6: Storage space for evidence is inadequate.
Related Recommendations (3)
R1: the Evidence Room (storage space for evidence) be enlarged and upgraded. (Finding 6)
R7: that the BOS amend the County budget to remedy the problems in the Sub-Station Facility. (Findings 6, 10, 11, 12, 13, 14) Comments Despite the excessive workload and the problems with the facility, the staff of the Mendocino County Sheriff Sub-Station in Fort Bragg is providing excellent services. In the opinion of the Sheriff’s Department, overtime would not be reduced by additional staff. Adding a substantial number of deputies to the roster would allow the Department to increase the hours of community policing. Response Required Mendocino County Board of Supervisors, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 7. Sheriff, Mendocino County Sheriff’s Department, Findings 1 through 15 and Recommendations 1 through 6. Director, Mendocino County Department of General Services, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 6. FORT BRAGG POLICE DEPARTMENT AND HOLDING CELL November 3, 2005 Summary In accordance with duties required, the Grand Jury visited the Fort Bragg Police Department (FBPD), the department office, and a holding cell on the adjoining property of the Mendocino County Sheriff’s Department.
R9: community members assist law enforcement in uncovering methamphetamine labs by reporting suspicious odors, trash, and unusual traffic flow in their neighborhoods, through neighborhood watch programs, homeowners associations, and other local action groups. (Findings 6, 18)
F7: Detainees at Fort Bragg are normally booked and transported to the County Jail in Ukiah or to another facility within two hours.
F8: Detainees on the South Coast (from Navarro to the south County line) are taken directly to the County Jail in Ukiah.
F9: The Coast Sector Sub-Station Holding Cells are clean.
F10: The Coast Sector Holding Facility lacks an audio monitoring system.
Related Recommendations (2)
R2: an audio monitoring system be installed to bring the Sub-Station into compliance with California Code of Regulations §6031. (Finding 10)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F11: The handicapped rails, benches, air duct screens, wall panel, and faucet handles in the Holding Cells could be used by a prisoner to hang him/herself.
Related Recommendations (2)
R3: components in the Holding Cells that present a danger to inmates be corrected. (Finding 11)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F12: The central heating and cooling system in the Sheriff’s Coast Sector Sub-Station is inadequate.
Related Recommendations (2)
R4: the heating and cooling system in the Sub-Station be upgraded. (Finding 12)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F13: Given the heavy use of the Sheriff’s Coast Sector offices, cleaning and routine maintenance beyond the regularly scheduled janitorial service provided by County General Services must be performed by the Sub-Station staff.
Related Recommendations (2)
R5: the frequency of janitorial services in the Sub-Station be increased. (Finding 13)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F14: The emergency button/bell system installed in the Sub-Station is unmonitored and connected only to offices that are often unoccupied.
Related Recommendations (2)
R6: the emergency button/bell system installed in the Sub-Station be monitored at all times. (Finding 14)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F15: In the opinion of the Sheriff’s Department Coast Sector Sub-Station, methamphetamine, along with other drugs including alcohol, is a major factor in most arrests.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F16: Proceeds from the inmates’ payphones at MCJH are used exclusively for youth programs, including recreational equipment and magazine subscriptions.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F17: There are Narcotics Anonymous (NA) and Alcoholics Anonymous (AA) programs available for MCJH inmates.
F18: There currently is no work program available to which the courts can refer youth in Mendocino County.
F19: A previously funded Mendocino County work program was demonstrated to be effective and beneficial in the rehabilitation of juveniles.
F20: A work program can serve as an effective court diversion for youth who otherwise would be in MCJH.
F21: There is an extremely high percentage of inmates with a history of methamphetamine use.
F22: There is no Social Worker on staff.
F23: The MCJ works with the Ukiah Adult School for inmates who want to earn a GED.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F24: There are Alcoholics Anonymous (AA) and Narcotics Anonymous (NA) programs available for inmates.
F25: At the time of inspection, there were many significant problems with the MCJ facility, including malfunctioning door locks, roof leaks, aging plumbing, floor tile in need of replacement, and inadequate storage space.
F26: Mendocino County General Services is charged with the maintenance of the MCJ. MENDOCINO COUNTY COURTHOUSE HOLDING CELLS FINDINGS
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F27: All of these agencies make every effort to meet the urgent needs of those seeking assistance and to help each client reach a level of self-sufficiency. This includes one agency picking up essential services when another agency discontinues them.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F28: All of these agencies assist clients in obtaining appropriate services from city, County, State, and Federal agencies.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F29: These four agencies work diligently and successfully to respond to the concerns of their geographic neighbors.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F30: All the agencies are monitored by the County Health Department and meet sanitation standards.
F31: These four agencies work together with other non-profits, Mendocino County Health and Social Services, and California State Departments to meet the needs of their clients.
F32: All four agencies belong to The Homeless Services Planning Group, an association made up of Social Service departments and non-profit agencies concerned with homelessness for the purpose of coordinating service delivery and avoiding duplication of services.
F33: All four agencies receive their funding from multiple sources with different guidelines and regulations.
F34: Grants and contracts received by these agencies rarely provide more than 5-6% for administrative costs and sometimes none. This is far below the actual administrative costs of 10-15%.
F35: All agencies acknowledge the need to allocate staff time to apply for grants and short-term financing for long-term needs.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F36: The lowest wage paid to an employee of any of these agencies is $8.39 per hour. Most staff members earned between $10 and $17 per hour. Compensation for Executive Directors ranged from $17.60 to $26.23 per hour.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F37: When possible these agencies provide health benefits to their employees; three provide no retirement benefits to employees, one matches employee contributions to an IRA.
Related Recommendations (1)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large -2—6 resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F38: All agencies are hampered by income shortfalls and slow delivery of contracts and grant funds. Methods used to meet these shortfalls include reducing salaries, reduction of overtime for holidays, and encouragement of voluntary leaves of absence without pay. Agencies also borrow money to cover slow reimbursement from government contractors, cut staff hours, and even lay off employees. Board members have made personal contributions to carry their agency through a shortfall.
F39: All agencies have an all-volunteer Board of Directors; some of the directors are former clients.
F40: All agencies wish to increase membership on their Boards and to have memberships more representative of local demographics.
F41: The Buddy Eller Shelter is almost one mile from the UCC/FB, two miles from the Plowshares dining room, and two and a half miles from the proposed new dining room. Currently the Mendocino Health Clinic provides limited bus service between UCC and Plowshares.
Additional Recommendations 1

Not linked to specific findings.

R8: COMMENTS The Grand Jury commends the staff of the Mendocino County Jail for the tremendous work they do in maintaining a safe environment for the staff and inmates. The challenges are enormous considering the poor condition of the antiquated facilities in which they have to work. The creation of a Criminal Justice Policy Task Force, though long overdue, gives reason to expect positive change in a system badly in need of improvement.
Findings & Recommendations 14 findings
F1: The budget of the WPD provides for a staff of one Chief, three Sergeants, ten Patrol Officers, one Community Service Officer, five Dispatchers, and one administrative assistant.
F2: At the time of the Grand Jury’s visit, three patrol officer positions were vacant, two of them unfilled and one unfunded. One dispatcher position was unfilled.
Related Recommendations (1)
R3: the Willits City Council fund and fill vacant positions. (Findings 2, 7) Comments A fully staffed Willits Police Department would ensure an increase in safety and protection. Response Required Willits City Council (all findings and recommendations) Willits City Manager (all findings and recommendations) Chief, Willits Police Department (all findings and recommendations)
F3: The Administrative Assistant is in cross training for Dispatcher.
F4: There currently is neither a female nor a bi-lingual Patrol Officer.
Related Recommendations (1)
R2: the WPD actively recruit for bi-lingual and female patrol officers. (Finding 4)
F5: Housing and quality of life are important considerations when recruiting personnel for WPD.
F6: According to the California Board of Corrections Inspection Report of 2005, the Willits Police Department Holding Cells were out of compliance because not all required Policies and Procedures were included in the Jail Manual.
Related Recommendations (1)
R1: the WPD comply with the regulations of the California Board of Corrections and update the Policy and Procedure Manual for the WPD Holding Cells. (Finding 6)
F7: On occasion there are not enough officers to adequately staff the Holding Cells and still respond to calls.
F8: General Orders (operating procedures) for the WPD are being revised with funding provided by Redwood Empire Municipal Insurance Fund.
F9: Currently one staff person is qualified to be a Custodian in the Evidence Room; other staff are undergoing training.
F10: Transportation of prisoners to the County Jail or another facility is carried out within one hour.
F11: At the time of the Grand Jury’s visit All Holding Cells were clean and facilities were found to be in working order.
F12: WPD does not possess Tasers.
F13: The Emergency Plan for the City of Willits was last revised in 1998.
F14: Total drug arrests are up by approximately 300% over the last five years.
Findings & Recommendations 18 findings
F1: The Board of Supervisors (BOS) must approve any negotiated new or increased pension benefits.
F2: While the BOS has sought input from actuaries in making pension benefit decisions, the BOS has not always consulted with County financial officials before approving new plans.
Related Recommendations (2)
R3: the BOS include Department heads responsible for the financial health of the County in its
R4: the BOS ensure that future employee benefits do not overburden the County with pension obligation debt. (Findings 2, 3, 12, 17) Comments Mendocino County is not alone in facing the issue of affordability of its pension plans; there is now a considerable national debate going on about this problem. Mendocino County Employees' Retirement Association - Report on the Actuarial Valuation as of June 30, 2005 2 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, Pages 3 and 4. County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20-%20FINAL%2019Apr06.pdf 4 County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20-%20FINAL%2019Apr06.pdf 5 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, Issued in order to pay current obligations and expenses, the POB must be paid. The current obligation is the present value of future promised retirement payments. In accounting, this is a very real current expense that is no different from salaries or office equipment. Publication of County pension fund numbers are not conveniently summarized in one document but are found in portions of several documents. The reasons for separating the calculations of County and MCERA operations may be sound accounting, but their financial results should be combined and made available for easier public understanding. Appendix C, Table 1 presents important numbers supplied by county officials for the Grand Jury’s oversight. The charts shown in Figures 1, 2 and 3 depict some of this data as well. Responses Required: Mendocino County Board of Supervisors (All Findings and Recommendations) CEO, Mendocino County (All Findings and Recommendations) Mendocino County Auditor/Controller (All Findings and Recommendations) Mendocino County Treasurer/Tax Collector (All Findings and Recommendations) Mendocino County Employee Retirement Association (All Findings and Recommendations) Mendocino County Department of Human Resources (Findings 5, 6, 11, 16, 17, Recommendation 4)
F3: The decision by the BOS to retroactively, and without employee buy-in cost, reclassify Safety employees so as to give them higher-level benefit rates resulted in higher pension obligations.
F4: The decision in 1998 by the BOS to no longer fund post-retirement health insurance benefits for future hires resulted in a reduction of County liability.
F5: Disability retirement payouts begin immediately upon determination and are significantly higher than regular retirement benefits.
F6: Disability retirements have been increasing in the last 10 years.
F7: County financial officials have estimated that the total debt for retirement has peaked and should soon show a steady reduction. Their estimate is that, when the current POB is fully paid in 2026, the MCERA funding level will be at what the County believes to be a fiscally responsible level, that is, at 90% of Actuarial Accrued Liability (AAL), meaning that 10% falls into the category of Unfunded Actuarial Accrued Liability (UAAL).
Related Recommendations (2)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
R2: the BOS consider increasing the County’s payment to MCERA to lower the debt at a faster rate. (Finding 7)
F8: The total County financial picture regarding retirement benefit funding and debt can only be gained by reviewing the reports from both MCERA and the County budget.
F9: The AAL for pensions is affected by the value of promised benefits to employees. County Administration and labor representatives negotiate periodically these promised benefits.
F10: The pension fund assets are invested by MCERA until they are needed for a pension payout to retirees.
F11: The County’s contribution to MCERA for 2004-2005 was approximately $9,197,000. The employees’ contribution for this year was approximately $5,622,000.1 As of June 30, 2005 there were 1,333 active and 394 inactive employees in-rolled in the County's pension plan.2
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F12: The UAAL has not been recognized as a debt, so it is not included in any of the actual debt service payments made by the County.
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F13: County obligations for retirement funding is the sum of the unpaid POB balance by the County plus MCERA’s UAAL, as reported each year. (See Appendix C, Chart 1).
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F14: As of 2005, the remaining debt owed to investors of the POB is approximately $99,930,000.3
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F15: The Pension Trust Fund statements reflect total assets of $288,238,797 as of June 30, 2005.4
F16: As of June 30, 2005, there were 809 retirees with an annual pension allocation of $12,013,000. This averages $14,849 per individual per year.5
F17: Retirement-related outlays (pensions, health insurance, POB interest and principal) make up approximately 10 % of the County's annual budget.
F1937: The Grand Jury sought an overall picture of the funding of Mendocino County employee retirements, specifically examining the use of Pension Obligation Bonds to meet mandated requirements. (The 2002-2003 Grand Jury also issued a report on this topic.) There are two major entities involved in funding County pensions: the County and MCERA. The Retirement Association Board controls the financial assets of the Pension Trust Fund and the investment of the employees' contributions. The County for its part collects employee contributions, determines the County's contribution, and transfers these funds to MCERA. (Definitions of terms used in this Report are given in Appendix A) Findings 1. The Board of Supervisors (BOS) must approve any negotiated new or increased pension benefits.
Findings & Recommendations 17 findings
F1: The Board of Supervisors (BOS) must approve any negotiated new or increased pension benefits.
Page 55
Related Recommendations (1)
R3: the BOS include Department heads responsible for the financial health of the County in its discussion of retirement obligation decisions. (Finding 1-3, 6) 5 Mendocino County Employees' Retirement Association - Report on the Actuarial Valuation as of June 30, 2005 6 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, Pages 3 and 4. County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 8 County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 9 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, -2—6
F2: While the BOS has sought input from actuaries in making pension benefit decisions, the BOS has not always consulted with County financial officials before approving new plans.
Page 55
Related Recommendations (2)
R3: the BOS include Department heads responsible for the financial health of the County in its discussion of retirement obligation decisions. (Finding 1-3, 6) 5 Mendocino County Employees' Retirement Association - Report on the Actuarial Valuation as of June 30, 2005 6 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, Pages 3 and 4. County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 8 County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 9 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, -2—6
R4: the BOS ensure that future employee benefits do not overburden the County with pension obligation debt. (Findings 2, 3, 12, 17) Comments Mendocino County is not alone in facing the issue of affordability of its pension plans; there is now a considerable national debate going on about this problem. Issued in order to pay current obligations and expenses, the POB must be paid. The current obligation is the present value of future promised retirement payments. In accounting, this is a very real current expense that is no different from salaries or office equipment. Publication of County pension fund numbers are not conveniently summarized in one document but are found in portions of several documents. The reasons for separating the calculations of County and MCERA operations may be sound accounting, but their financial results should be combined and made available for easier public understanding. Appendix C, Table 1 presents important numbers supplied by county officials for the Grand Jury’s oversight. The charts shown in Figures 1, 2 and 3 depict some of this data as well. Responses Required: Mendocino County Board of Supervisors (All Findings and Recommendations) CEO, Mendocino County (All Findings and Recommendations) Mendocino County Auditor/Controller (All Findings and Recommendations) Mendocino County Treasurer/Tax Collector (All Findings and Recommendations) Mendocino County Employee Retirement Association (All Findings and Recommendations) Mendocino County Department of Human Resources (Findings 5, 6, 11, 16, 17, Recommendation 4)
F3: The decision by the BOS to retroactively, and without employee buy-in cost, reclassify Safety employees so as to give them higher-level benefit rates resulted in higher pension obligations.
Page 55
Related Recommendations (1)
R3: the BOS include Department heads responsible for the financial health of the County in its discussion of retirement obligation decisions. (Finding 1-3, 6) 5 Mendocino County Employees' Retirement Association - Report on the Actuarial Valuation as of June 30, 2005 6 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, Pages 3 and 4. County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 8 County of Mendocino Audit Report -- June 30, 2005, http://www.co.mendocino.ca.us/auditor/pdf/05%20Mendocino%20GASB34%20afs%20- %20FINAL%2019Apr06.pdf 9 Mendocino County Employees' Retirement Association - June 30, 2005 Experience Study Report, -2—6
F4: The decision in 1998 by the BOS to no longer fund post-retirement health insurance benefits for future hires resulted in a reduction of County liability.
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F5: Disability retirement payouts begin immediately upon determination and are significantly higher than regular retirement benefits.
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F6: Disability retirements have been increasing in the last 10 years.
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F7: County financial officials have estimated that the total debt for retirement has peaked and should soon show a steady reduction. Their estimate is that, when the current POB is fully paid in 2026, the MCERA funding level will be at what the County believes to be a fiscally responsible level, that is, at 90% of Actuarial Accrued Liability (AAL), meaning that 10% falls into the category of Unfunded Actuarial Accrued Liability (UAAL).
Page 55
Related Recommendations (2)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
R2: the BOS consider increasing the County’s payment to MCERA to lower the debt at a faster rate. (Finding 7)
F8: The total County financial picture regarding retirement benefit funding and debt can only be gained by reviewing the reports from both MCERA and the County budget.
Page 55
F9: The AAL for pensions is affected by the value of promised benefits to employees. County Administration and labor representatives negotiate periodically these promised benefits. -2—6
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F10: The pension fund assets are invested by MCERA until they are needed for a pension payout to retirees.
Page 56
F11: The County’s contribution to MCERA for 2004-2005 was approximately $9,197,000. The employees’ contribution for this year was approximately $5,622,000.5 As of June 30, 2005 there were 1,333 active and 394 inactive employees in-rolled in the County's pension plan.6
Page 56
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F12: The UAAL has not been recognized as a debt, so it is not included in any of the actual debt service payments made by the County.
Page 56
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F13: County obligations for retirement funding is the sum of the unpaid POB balance by the County plus MCERA’s UAAL, as reported each year. (See Appendix C, Chart 1).
Page 56
Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F14: As of 2005, the remaining debt owed to investors of the POB is approximately $99,930,000.7
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Related Recommendations (1)
R1: the Auditor-Controller publish yearly a County Retirement Funding report to summarize the status of assets and liabilities of both the County and of MCERA, and to present the actual total numbers for the previous five years and projections for the upcoming five years, based upon current performance. (See Appendix C, Table 1). (Findings 7, 8, 11-14)
F15: The Pension Trust Fund statements reflect total assets of $288,238,797 as of June 30, 2005.8
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F16: As of June 30, 2005, there were 809 retirees with an annual pension allocation of $12,013,000. This averages $14,849 per individual per year.9
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F17: Retirement-related outlays (pensions, health insurance, POB interest and principal) make up approximately 10 % of the County's annual budget.
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Findings & Recommendations 19 findings
F1: Methamphetamine is one of the most powerful and pernicious drugs, potentially addictive from the first use.
Related Recommendations (2)
R8: education of the public be the primary weapon to counter the methamphetamine epidemic. The Grand Jury strongly urges that both the County and local communities use all their resources (including school programs, town hall meetings, and media) to further educate and engage the residents of Mendocino County in efforts to combat methamphetamine. (Findings 1, 3, 4, 6, 11, 12, 17, 18)
R10: all government agencies and non-governmental organizations encourage and cooperate with citizens’ methamphetamine suppression efforts. (Findings 1, 3, 4, 6, 11, 12, 17, 18) COMMENTS As long as there is widespread tolerance among the general public for dangerous drug use, the efforts of law enforcement and drug prevention agencies will be ineffective. The complexities involved in establishing an effective medical marijuana policy further muddy these waters. The leaders in this County, both public and private, need to communicate clearly the realities of dangerous drug use. The public needs also to recognize that the costs of methamphetamine use extend far beyond the immediate consequences to the individual user. That user may be a burden to the community for the rest of his or her life. The family, particularly the children, of that user is at risk for physical, financial and emotional damage for years to come.
F2: After methamphetamine use is stopped, severe withdrawal symptoms occur, including depression, anxiety, fatigue, paranoia, aggression, and an intense craving for the drug. Psychotic symptoms can persist for months or years after use has ceased.
F3: Methamphetamine use can result in hyperactivity, disturbed sleep patterns, irritability, paranoia, aggressive behavior, shortness of breath, involuntary muscle movements, malnutrition, and severe depression with suicidal tendencies. Chronic users may develop sores on their bodies from scratching at “crank bugs,” the term that describes the common delusion that bugs are crawling under the skin. Long- term use may lead to fatal kidney and lung disease, brain damage, liver damage, stroke, lowered resistance to illnesses, tooth decay, and permanent psychological problems such as drug-induced psychosis.
F4: Methamphetamine use during pregnancy results in a higher risk of premature births, babies with low birth weight, cardiac blockages and other birth defects. The use of methamphetamine during pregnancy impacts the fetus by reducing blood flow or by a direct toxic effect on the developing brain.
F5: Children who are exposed to methamphetamine via second-hand smoke can have detectable levels of methamphetamine in their urine.
Related Recommendations (1)
R2: The Board of Supervisors and City Councils from the four incorporated cities increase controls on the sale of ingredients used in the manufacture of methamphetamine. (Finding 5)
F6: Children who are legally removed from a methamphetamine environment cannot take with them their clothing and toys due to contamination.
Related Recommendations (3)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R9: community members assist law enforcement in uncovering methamphetamine labs by reporting suspicious odors, trash, and unusual traffic flow in their neighborhoods, through neighborhood watch programs, homeowners associations, and other local action groups. (Findings 6, 18)
F7: Children of methamphetamine-using parents are raised in a highly traumatic environment and often subjected to physical and emotional neglect.
F8: Many Child Protective Service and domestic violence cases in Mendocino County are directly related to the use of methamphetamine by a parent or family member.
Related Recommendations (2)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
F9: Substance abuse programs in Mendocino County are provided by: a. Mendocino County Alcohol and Other Drug Program (AODP) b. the Ford Street Project c. Narcotics Anonymous (NA) d. Alcoholics Anonymous (AA)
Related Recommendations (2)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
F10: The number of patients needing medical services rises significantly in Mendocino County emergency rooms when there is a rise in the purity of the methamphetamine available on the streets.
Related Recommendations (2)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
F11: Efforts to secure funding for programs to combat methamphetamine use require considerable staff time, though the yield is generally a short-term grant for a long- term need.
Related Recommendations (5)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R5: the Board of Supervisor and City Councils allocate money from their general funds to address the methamphetamine problem. (Finding 11,14, 19)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F12: Gangs are involved with methamphetamine manufacture and sales in Mendocino County; gang violence can also be attributed to methamphetamine.
Related Recommendations (4)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F13: Biker gangs are becoming more active in the distribution of methamphetamine.
Related Recommendations (4)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F14: Many individuals and departments funded by Mendocino County taxpayers are involved in the arrest, prosecution and incarceration of methamphetamine users. These include city police, the Sheriff’s Department, the Major Crimes Task Force, judges, court staff, probation officers, District Attorney staff, and Public Defender staff.
Related Recommendations (4)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F15: Law enforcement personnel express frustration over the lack of meaningful consequences for those enrolled in the Proposition 36 program, which attempts to provide an alternative to confinement for drug abusers.
Related Recommendations (5)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R6: the District Attorney examine the consequences of current sentencing practices for drug-related crimes. (Finding 15)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F16: Many of the items required to produce methamphetamine are readily available at local grocery and hardware stores. Because many of the chemicals used to make methamphetamine are explosive, caustic and carcinogenic, they pose serious health hazards if mixed together or stored improperly.
Related Recommendations (4)
R1: The Board of Supervisors and City Councils from the four incorporated cities cooperate in taking the lead in the war on methamphetamine in Mendocino County. (Findings 6, 8-16)
R3: the Board of Supervisors and City Councils establish a process to rigorously evaluate both the costs to and the impact on the County and the incorporated cities of the methamphetamine epidemic. (Findings 6, 8-16)
R4: the Board of Supervisors and City Councils continue to aggressively pursue grant funding to address the methamphetamine problem in Mendocino County. (Findings 11-16)
R7: the Board of Supervisors and City Councils require departments and agencies to freely share information and statistics regarding methamphetamine in order to coordinate programs and maximize resources. (Findings 11-16)
F17: With a cash outlay of less than one hundred dollars, a batch of methamphetamine can be manufactured (cooked) and sold on the streets for several thousand dollars.
F18: For every pound of methamphetamine manufactured there are six pounds of toxic waste materials that must be disposed of.
F19: Professionals who work to combat drug abuse in the County agree that the problem is intensified because there is in the County both a high level of tolerance for general drug use and a lack of awareness of the dangers of methamphetamine.
Findings & Recommendations 41 findings
F1: The Ford Street Project has been in existence for 33 years. It provides the following services: detox, residential treatment, housing, transitional housing, crisis resolution, First Offense (Driving under the Influence) training, employment for persons undergoing treatment for mental health conditions. FSP also manages the Buddy Eller Homeless Shelter that provides an average of 55 persons a night with shelter, showers, and an evening meal.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F2: During 2005, FSP provided multiple services for 954 individuals. The daily average was 20 persons in residential treatment, 24 in transitional housing, 30 receiving outpatient treatment, and 30 receiving First Offense training each month. At the time of this survey there were 18 people in permanent housing. Under contract with Caltrans, FSP provides part-time employment for 26 mental health clients.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F3: FSP receives funding from Mendocino and Lake Counties, the State of California, and Federal agencies. They also accept private-pay individuals as clients. Plowshares Mission Statement: That no one in our community go hungry.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F4: Plowshares has been preparing and serving meals to the hungry for 23 years. Presently they serve a noon meal in their 64-seat dining room. In January 2006, Plowshares served a daily average of 101 meals to adults and 5 to children. In the same month, their "Meals-on-Wheels" volunteers delivered a total of 1626 meals to the elderly and disabled in the Ukiah area.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F5: Plowshares volunteers receive no compensation or mileage for their services.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F6: Currently there is a Mental Health Department worker available during most meal times.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F7: Plowshares provides shower and laundry facilities on a limited basis. In January, they reported a daily average use of 17 showers and five persons doing laundry.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F8: Primary resources for Plowshares come from donations of food, money, and volunteer time. Volunteer cooks prepare and serve the meals; excess food donations are shared with other agencies. Plowshares is currently sharing a grant with the Buddy Eller Shelter. Other agencies have provided their services at Plowshares as funds permit. Project Sanctuary (PS)
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F9: Mission Statement: To end domestic violence and sexual abuse in our community.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F10: Project Sanctuary has been providing crisis intervention, rape prevention education, shelter and counseling to women, children, and men for 27 years. They coordinate with 22 partner agencies that also work toward abuse prevention, including police departments, the District Attorney, hospitals, and social service agencies.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F11: In a nine month period, PS served 190 people with crisis intervention, 135 who had been sexually assaulted, and sheltered 450. In this same time period, they provided intervention counseling to 1625, and rape prevention education to 3703 through group presentations.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F12: PS has services for women, children, men, and the elderly. Sixteen beds are available on site for sheltering women and children. Men and those they cannot house on-site are placed at the Buddy Eller Shelter. Occasionally, local motels are also used for temporary shelter.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F13: PS receives most of its funding from state agencies. They also receive a portion of the fees collected from marriage license applications. As most of this funding is restricted, PS is particularly dependent upon local non- restricted donations. Ukiah Community Center (UCC) and Food Bank (FB) Mission Statement: Provide Community Assistance to meet urgent needs and promote self-sufficiency.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F14: The Ukiah Community Center and Food Bank have been providing food and services to people in Ukiah for 35 years; they now also provide homeless services in Fort Bragg. In addition to providing USDA food boxes, they provide emergency food from the Food Bank in Ukiah and to food pantries in other areas of the county. They supervise the crisis line and also provide housing services, case management, a day shelter with breakfast, life skill classes, limited ($800 maximum) interest-free housing crisis loans.
F15: The FB provides Prescription Food Boxes, the contents of which are defined for the recipient by government-formulated specifications. Supplies for these Boxes come from the Second Harvest and USDA Commodities programs through the Redwood Empire Food Bank in Santa Rosa.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F16: Each of the Prescription Food Boxes distributed requires monitoring and registration of compliance to Federal regulations.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F17: There are currently 323 Food Bank clients that qualify for food commodities. Recent cutbacks of Federal funds now allow for only 249. FB must choose which 74 clients will no longer receive these commodity foods.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F18: Local donations of food and money supply much of the non-Prescription food that is made available.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F19: FB provides food to approximately 3,000 individuals each month.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F20: UCC has an average backlog of 110 cases seeking housing at any one time and 25 new cases contacting them for this service each month. Although they are funded to serve only 79 cases, they currently have 180 active cases. Recent cuts in funds have resulted in reducing their housing case managers from four to two.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F21: Although the need is great, UCC can accommodate only 15 persons at a time in their day shelter due to fire safety regulations.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F22: The crisis line received 1514 calls in the month of January 2006. This is an increase from a monthly average of 1359 in 2005 and 738 in 2004.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F23: UCC/FB receives most of their funding from contracts and grants. Local community support comes through donations of volunteer time, food and money.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F24: UCC has only enough funds to purchase 90 transportation vouchers from MTA for client emergencies. Insurance restrictions prevent them from transporting clients in their vehicles. Common Findings
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F25: It is the policy of these four agencies to treat clients with dignity and respect.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F26: A high percentage of clients served are experiencing problems with mental illness, alcohol, and drug addiction. Many have a dual diagnosis (mental illness and substance addiction).
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F27: All of these agencies make every effort to meet the urgent needs of those seeking assistance and to help each client reach a level of self-sufficiency. This includes one agency picking up essential services when another agency discontinues them.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F28: All of these agencies assist clients in obtaining appropriate services from city, County, State, and Federal agencies.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F29: These four agencies work diligently and successfully to respond to the concerns of their geographic neighbors.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F30: All the agencies are monitored by the County Health Department and meet sanitation standards.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F31: These four agencies work together with other non-profits, Mendocino County Health and Social Services, and California State Departments to meet the needs of their clients.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F32: All four agencies belong to The Homeless Services Planning Group, an association made up of Social Service departments and non-profit agencies concerned with homelessness for the purpose of coordinating service delivery and avoiding duplication of services.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F33: All four agencies receive their funding from multiple sources with different guidelines and regulations.
Related Recommendations (3)
R1: contracts made by the County provide sufficient funds for administrative costs. (Finding 33)
R3: the Mendocino County CEO and the Board of Supervisors release funds for approved grants, contracts, or reimbursement requests in a more timely manner. (Findings 33, 37)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F34: Grants and contracts received by these agencies rarely provide more than 5- 6% for administrative costs and sometimes none. This is far below the actual administrative costs of 10-15%.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F35: All agencies acknowledge the need to allocate staff time to apply for grants and short-term financing for long-term needs.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F36: The lowest wage paid to an employee of any of these agencies is $8.39 per hour. Most staff members earned between $10 and $17 per hour. Compensation for Executive Directors ranged from $17.60 to $26.23 per hour.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F37: When possible these agencies provide health benefits to their employees; three provide no retirement benefits to employees, one matches employee contributions to an IRA.
Related Recommendations (2)
R2: agencies ensure that funds be allocated for “core” services and publicly announce which services will need to be discontinued until additional funding is received. (Finding 37)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F38: All agencies are hampered by income shortfalls and slow delivery of contracts and grant funds. Methods used to meet these shortfalls include reducing salaries, reduction of overtime for holidays, and encouragement of voluntary leaves of absence without pay. Agencies also borrow money to cover slow reimbursement from government contractors, cut staff hours, and even lay off employees. Board members have made personal contributions to carry their agency through a shortfall.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F39: All agencies have an all-volunteer Board of Directors; some of the directors are former clients.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F40: All agencies wish to increase membership on their Boards and to have memberships more representative of local demographics.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
F41: The Buddy Eller Shelter is almost one mile from the UCC/FB, two miles from the Plowshares dining room, and two and a half miles from the proposed new dining room. Currently the Mendocino Health Clinic provides limited bus service between UCC and Plowshares.
Related Recommendations (1)
R4: the BOS create a program to provide for travel vouchers for the elderly, disabled, and needy individuals requiring transportation. (Finding 40) Comments The Domino Effect. These four agencies are interdependent and provide complementary services. If one has a shortfall of funds and subsequently cuts back on services, this reduction may adversely impact the other agencies and the services they provide. The four non-profit agencies described in this report are among the largest and most visible of many such organizations that care for the needy and distressed members of our community. Their employees, their volunteers and their boards of directors provide assistance that is both deeply compassionate and unarguably necessary. If it were not for them, local government would be expected to bear even more of the burden than it already does. The quality of life in the county depends in no small measure on the work of these agencies. These financially strapped non-profits help the citizens of our county at a cost far below what a County government agency would require. Moreover, as these agencies have been forced to reduce services, government has not filled the vacuum. With the wholehearted support of the community in the form of money and time, the vital work of these agencies can continue. Response Required Mendocino County Board of Supervisors, (Findings 28. 30-34, 38, 41, Recommendations 1, 3, 4) Response Requested Director, Ford Street Project (Findings 1-3, 25-41) Director, Plowshares (Findings 4-9, 25-41) Director, Project Sanctuary (Findings 10-13, 25-41) Director, Ukiah Community Center/Food Bank (Findings 15-41)
Findings & Recommendations 14 findings
F1: The Clerk of the Board (COB) is a department head, with a budget calling for a total staff of four.
F2: In addition to its direct support of the Board of Supervisors (BOS), the COB staff manages Board appointments to more than 110 commissions, boards, and committees.
F3: As of December 2005, all non-elected County department heads are supervised by the Chief Executive Officer (CEO), except for the County Counsel and the COB.
Related Recommendations (1)
R1: the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
F4: At the time of the creation of the CEO position, consideration was given to placing the COB under the CEO for administration and supervision, but that proposal was rejected by the BOS.
F5: The COB is responsible for a wide range of functions, including the production of agendas and minutes of BOS meetings.
F6: The agenda for Tuesday BOS meetings is generally made public by end of business on the Thursday before each meeting.
Related Recommendations (1)
R4: background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F7: Background documents for agenda items are usually available at the COB office on Thursday before the Tuesday BOS meeting.
Related Recommendations (1)
R4: background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F8: The COB office is currently closed to the public on Fridays.
Related Recommendations (2)
R3: the resources of the COB be reallocated or increased in order to keep the office open to the public on Fridays. (Finding 8)
R4: background documents for BOS agenda items be made available online. (Finding 6-8) Comments The overwhelming workload currently borne by the COB office is a result of the failure on the part of the BOS to provide effective oversight. For its own reasons the BOS chose to keep the COB under its control, but all observers and participants agree that politics and personalities have played a major role in this decision. Giving responsibility for supervision to the CEO’s office, as is the case for most other County departments, may remove the COB from the political arena.
F9: The BOS has not defined performance criteria for the COB position.
Related Recommendations (2)
R1: the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2: the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F10: Performance reviews of the COB have not been carried out in a regular or timely fashion.
Related Recommendations (2)
R1: the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2: the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F11: Supervision and performance reviews of the COB are currently the responsibility of the five- member BOS.
Related Recommendations (2)
R1: the COB office be placed under the supervision of the CEO. (Findings 3, 4, 9-11)
R2: the CEO's office should establish and implement policies, procedures, and performance criteria for the comprehensive review of the COB and its office staff. (Findings 9-11)
F12: The turnover rate in COB office staff has been unusually high for a number of years. From the start of 2000 through the end of 2005, at least six full time employees were hired and have since left this office.
F13: The COB office was understaffed at the time of the investigation, having, in addition to the Clerk, two full-time employees and one part-time employee.
F14: The posting of BOS meeting minutes, a responsibility of the COB, is at times delayed.
Findings & Recommendations 8 findings
F1: The Ukiah Police Department (UPD) is staffed in accordance with its budget: one Chief, two Captains, six Sergeants, 13 Patrol Officers, three Police Officers/Detectives, one School Resource Officer, three Police Records Clerks, and one Equipment Mechanic. Six Dispatchers are funded through Public Safety monies.
F2: Currently there is a School Resource Officer located at Ukiah High School who is also available to other schools within the City.
Related Recommendations (1)
R1: the Ukiah City Council provide secured (non-grant) funds to the UPD for additional School Resource Officers. (Findings 2-3) Comments Measure S funds have made it possible to provide additional Patrol Officers. This increase in staff benefits both UPD and the City of Ukiah. Response Required Ukiah City Council (All findings and Recommendation 1) Ukiah City Manager (All findings and Recommendation 1) Ukiah Police Chief (All findings and Recommendation 1)
F3: In accordance with the Ukiah City budget, the UPD anticipates receiving $372,964 from Measure S funds for the fiscal year 2005/2006.
Related Recommendations (1)
R1: the Ukiah City Council provide secured (non-grant) funds to the UPD for additional School Resource Officers. (Findings 2-3) Comments Measure S funds have made it possible to provide additional Patrol Officers. This increase in staff benefits both UPD and the City of Ukiah. Response Required Ukiah City Council (All findings and Recommendation 1) Ukiah City Manager (All findings and Recommendation 1) Ukiah Police Chief (All findings and Recommendation 1)
F4: Four additional Police Officers will be funded through Measure S monies.
F5: The UPD does not possess Tasers.
F6: Mental health patients in crisis are transported by the UPD to the Ukiah Valley Medical Center for evaluation, in accordance with California Penal Code §5150.
F7: The City of Ukiah has an Emergency Plan, created in 2002, which addresses natural disasters. A new plan is currently being written in conjunction with the County.
F8: A significant number of UPD arrests are methamphetamine-related.
Findings & Recommendations 37 findings
F1: There are some 20 agencies, including Special Districts, involved with water resources within the entire County.
F2: The Ukiah Valley and Potter Valley (UV/PV) area alone has nine Mendocino County water agencies and/or special districts. They are: City of Ukiah Calpella County Water District Mendocino County Water Agency (CWD) (MCWA) Millview CWD Mendocino County Inland Water and Potter Valley Irrigation District (PVID) Power Commission (IWPC) Redwood Valley CWD Russian River Flood Control and Willow CWD Water Conservation District (RRFCWCD) In addition there are a number of private water companies; the largest is the Rogina Water Company.
F3: In accordance with the Mendocino County Water Agency Act, the Board of Supervisors (BOS) acts as the Board of Directors for MCWA, and to the extent that the BOS may deem expedient or economical, MCWA is charged “to control flood and storm waters and other waters within the District [County] and the flood waters of streams outside the District, which flow into the District; to conserve such waters by storage in surface reservoirs, to divert and transport such waters for beneficial uses within the District; to release such waters from surface reservoirs to replenish and augment the supply of waters in natural underground reservoirs and otherwise to reduce the waste of water and to protect life and property from floods within the District; and to do any and every lawful act necessary to be done that sufficient water may be available for any present or future beneficial use or uses of the lands or inhabitants within the district…” (California Water Code, §54-3.q)
Related Recommendations (5)
R1: the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)
R2: the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)
R3: the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4)
R8: all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F4: MCWA operates with a full-time equivalent staff of 2.8 persons.
F5: The City of Ukiah, RRFCWCD, PVID and Redwood Valley CWD comprise the Joint Powers Agency (JPA) that makes up IWPC.
F6: RRFCWCD does not physically provide water directly to any individual user.
F7: RRFCWCD wholesales water to water providers and agriculturists for beneficial use within the Ukiah Valley, but not Potter Valley.
F8: Current water agencies/special districts in the UV/PV area originated as a result of an unplanned and uncoordinated history of water events, local and distinctly separate community and neighborhood interests, needs and demands.
F9: Continual growth and development, together with increased population demands, have resulted in some overlap of interests, influence and competition between various UV/PV area water districts.
F10: State law and codes that mandate the organization and structure of water agencies/special districts are involved and complex.
Related Recommendations (2)
R9: the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F11: Water districts are largely autonomous and governed by elected boards of directors serving a specific defined geographical area and population.
Related Recommendations (2)
R9: the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F12: Unification or consolidation of water districts, a complex process, requires that all parties or districts concerned must approve such action.
Related Recommendations (2)
R9: the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F13: Except for the City of Ukiah, accurate measurement and/or metering of water usage (industrial, agricultural, and residential) within most water districts varies widely. Currently, it is not possible to know exactly how much water is actually being used in the UV/PV area because of the multiple systems of accountability in use, as well as a degree of undocumented use.
Related Recommendations (3)
R6: the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)
R7: the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F14: The amount of water used by many water purveyors is known and available from those required to file Statement of Use with State Water Resource Control Board (WRCB). Reporting has been haphazard, with no current consequence for non- compliance.
Related Recommendations (3)
R6: the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)
R7: the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F15: RRFCWCD is currently operating under a Cease and Desist Order from WRCB over questions about water usage measurement.
Related Recommendations (3)
R6: the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)
R7: the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F16: Users with riparian rights, those whose property is immediately contiguous to a water source, are required to file a Statement of Use with WRCB. The requirement to report is currently not enforced, and many do not file. Currently, there is no requirement to report usage locally.
Related Recommendations (3)
R6: the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)
R7: the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F17: Projections of population growth and development within the County and specifically the UV/PV area, indicate that continued availability of adequate water resources will be problematic.
F18: Increased demand for potable water within UV/PV area would require developing new water sources, conservation of existing sources, and the construction of new treatment, storage or supply facilities. Construction of these facilities could have significant environmental effects.
F19: The majority of UV/PV area water districts have adequate emergency and water management plans for responding to local emergencies, such as power outages, local and system-wide contamination, and/or distribution interruptions.
F20: Except for the City of Ukiah, the plans of most UV/PV area water districts for responding to earthquakes and multi-year droughts are marginal to non-existent.
F21: New contracts for water from RRFCWCD require agencies and individuals using its water to develop water conservation programs. To date, this requirement has not been enforced by RRFCWCD.
F22: While there may be some arrangements between various water districts for water sharing, there is no official comprehensive plan or legal agreement among water districts for sharing water resources.
F23: The Army Corps of Engineers (ACE) and the Inland Water and Power Commission (IWPC), the local sponsoring agency, are studying methods to improve flood control and increase water storage for the UV/PV area.
Related Recommendations (2)
R5: the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F24: The Coyote Valley Dam Feasibility Study will consider various options for increasing water supplies and storage. Raising the water level behind Coyote Dam or raising the dam itself are two of those options.
F25: ACE has completed its initial Reconnaissance Study and is prepared to proceed with the next phase of the Coyote Valley Dam Feasibility Study, which will include California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA) analyses.
F26: The current cost for the complete Coyote Valley Dam Feasibility Study is estimated to be approximately $6,000,000 and will take five or more years to complete; $3,000,000 of that cost will consist of local matching funds.
Related Recommendations (2)
R4: the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F27: In the past, nearly $300,000 in ACE’s annual appropriations for the Study have been lost due to local entities’ inability to furnish the required matching funds.
Related Recommendations (2)
R4: the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F28: In fiscal year 2006-2006, the Federal government has appropriated $100,000 to ACE for the next phase of the Coyote Valley Dam Feasibility Study, anticipating $100,000 of local matching funds. This appropriation will expire September 30, 2006 if local monies are not forthcoming.
Related Recommendations (2)
R4: the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F29: While Redwood Valley CWD has not committed to the project, three of the four members of IWPC (City of Ukiah, RRFCWCD and PVID) are currently negotiating financial participation relationships and funding availability for the Coyote Valley Dam Feasibility Study, under critical time constraints. Qualification for Federal funds will depend upon successful completion of these negotiations.
Related Recommendations (2)
R4: the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F30: Funding for development and construction costs for the potential project coming out of the Coyote Valley Dam Feasibility Study, would consist of 75% from the Federal government and 25% local monies. Total costs are estimated to be in excess of $150 million.
F31: State, Federal, and local laws deal with environmental issues, water supply, water quality, and water rights, utilization and distribution.
F32: RRFCWCD, ACE, and the Sonoma County Water agency (SCWA) are currently undertaking a Section 7 Consultation with NOAA-Fisheries to evaluate the effects of existing and proposed operation and maintenance activities (SCWA’s “Water Supply and Transmission System Project”) on the Russian River on listed salmonid species.
F33: Agencies outside Mendocino County influencing decisions regarding UV/PV area water resources include: Sonoma County Water Agency Army Corps of Engineers (ACE) (SCWA) National Marine Fisheries Services, California Water Resources Control (NOAA-Fisheries) Board (WRCB) State and Federal courts California Regional Water Quality Control Board (RWQCB) California Department of Health Services (DHS)
F34: There is universal agreement that the most efficient, inexpensive and environmentally sensitive method to increase water availability is to reduce demand through conservation.
F35: The authority and ability of the Board of Supervisors (BOS) to directly affect water resource policy is limited by statute and the nature of the autonomous organizational character of County Water Districts.
Related Recommendations (3)
R1: the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)
R2: the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F36: There is in existence a Mendocino County Service Area #3 which has jurisdiction over the entire county. The BOS acts as its Board of Directors. Created in the 1950’s and last activated in 1991, it has been inactive and non-operational in recent years.
Related Recommendations (3)
R1: the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)
R2: the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
F37: The BOS has the authority to allocate monies for water projects within the County.
Related Recommendations (3)
R1: the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)
R2: the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)
R37: 2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.
Findings & Recommendations 15 findings
F1: The Anderson Valley Fire Department (AVFD) enjoys a high level of community support.
Related Recommendations (1)
R1: The Grand Jury recommends that the AVFD: work to maintain and promote the current level of community support. (Findings 1, 6, 8, 9)
F2: The 2005/2006 budget for the AVFD is $282,581.
F3: The AVFD maintains six months worth of operating reserves.
F4: The Anderson Valley Community Services District covers 160 square miles.
F5: The AVFD responds to calls within an area covering approximately 200 square miles.
F6: The AVFD has a roster of 36 personnel, which includes one chief, one battalion chief, eight captains, four lieutenants, 20 firefighters and two cadets.
F7: The office of chief is the only paid position.
F8: All available personnel respond to fire calls.
F9: Responders receive an $8.00 stipend for each call.
F10: The AVFD has an ongoing training program.
F11: The AVFD has an active fleet of 21 vehicles distributed among the seven stations of the AVFD.
Related Recommendations (1)
R2: The Grand Jury recommends that the AVFD: begin the process of disposing of inactive FEPP vehicles. (Findings 11-15) Comments With the exception of the chief’s position, the AVFD is staffed entirely by volunteers. The department provides volunteers with a pair of firefighter’s boots when they join the department. A stipend of $8.00 per call is intended to provide the volunteers with enough money to replace their boots when they are no longer serviceable. Volunteers cover out of their own pockets expenses incurred while on a call. Much of the department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program only be disposed of through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Not surprisingly, the AVFD has several vehicles which are no longer serviceable and are currently stored in various locations within the district. Some of the currently active equipment is on the verge of becoming unserviceable and will also need to be stored. The only solution to this problem is to proceed through the disposal process before storage becomes a serious problem for the District. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The AVFD currently enjoys an unusually high level of community support. Appreciative local residents performed much of the construction on the new station in Boonville. Response Required Board of Directors, Anderson Valley Community Services District (Findings 1-15, Recommendations 1-2) Chief, Anderson Valley Fire Department (Findings 6-15, Recommendations 1-2)
F12: Forty-three percent of the active fleet was obtained through the Federal Excess Personal Property (FEPP) program.
Related Recommendations (1)
R2: The Grand Jury recommends that the AVFD: begin the process of disposing of inactive FEPP vehicles. (Findings 11-15) Comments With the exception of the chief’s position, the AVFD is staffed entirely by volunteers. The department provides volunteers with a pair of firefighter’s boots when they join the department. A stipend of $8.00 per call is intended to provide the volunteers with enough money to replace their boots when they are no longer serviceable. Volunteers cover out of their own pockets expenses incurred while on a call. Much of the department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program only be disposed of through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Not surprisingly, the AVFD has several vehicles which are no longer serviceable and are currently stored in various locations within the district. Some of the currently active equipment is on the verge of becoming unserviceable and will also need to be stored. The only solution to this problem is to proceed through the disposal process before storage becomes a serious problem for the District. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The AVFD currently enjoys an unusually high level of community support. Appreciative local residents performed much of the construction on the new station in Boonville. Response Required Board of Directors, Anderson Valley Community Services District (Findings 1-15, Recommendations 1-2) Chief, Anderson Valley Fire Department (Findings 6-15, Recommendations 1-2)
F13: The AVFD has a long range plan for replacing equipment and facilities.
Related Recommendations (1)
R2: The Grand Jury recommends that the AVFD: begin the process of disposing of inactive FEPP vehicles. (Findings 11-15) Comments With the exception of the chief’s position, the AVFD is staffed entirely by volunteers. The department provides volunteers with a pair of firefighter’s boots when they join the department. A stipend of $8.00 per call is intended to provide the volunteers with enough money to replace their boots when they are no longer serviceable. Volunteers cover out of their own pockets expenses incurred while on a call. Much of the department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program only be disposed of through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Not surprisingly, the AVFD has several vehicles which are no longer serviceable and are currently stored in various locations within the district. Some of the currently active equipment is on the verge of becoming unserviceable and will also need to be stored. The only solution to this problem is to proceed through the disposal process before storage becomes a serious problem for the District. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The AVFD currently enjoys an unusually high level of community support. Appreciative local residents performed much of the construction on the new station in Boonville. Response Required Board of Directors, Anderson Valley Community Services District (Findings 1-15, Recommendations 1-2) Chief, Anderson Valley Fire Department (Findings 6-15, Recommendations 1-2)
F14: The AVFD has an inactive fleet of ten vehicles.
Related Recommendations (1)
R2: The Grand Jury recommends that the AVFD: begin the process of disposing of inactive FEPP vehicles. (Findings 11-15) Comments With the exception of the chief’s position, the AVFD is staffed entirely by volunteers. The department provides volunteers with a pair of firefighter’s boots when they join the department. A stipend of $8.00 per call is intended to provide the volunteers with enough money to replace their boots when they are no longer serviceable. Volunteers cover out of their own pockets expenses incurred while on a call. Much of the department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program only be disposed of through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Not surprisingly, the AVFD has several vehicles which are no longer serviceable and are currently stored in various locations within the district. Some of the currently active equipment is on the verge of becoming unserviceable and will also need to be stored. The only solution to this problem is to proceed through the disposal process before storage becomes a serious problem for the District. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The AVFD currently enjoys an unusually high level of community support. Appreciative local residents performed much of the construction on the new station in Boonville. Response Required Board of Directors, Anderson Valley Community Services District (Findings 1-15, Recommendations 1-2) Chief, Anderson Valley Fire Department (Findings 6-15, Recommendations 1-2)
F15: Sixty percent of the inactive fleet was obtained through the FEPP program.
Related Recommendations (1)
R2: The Grand Jury recommends that the AVFD: begin the process of disposing of inactive FEPP vehicles. (Findings 11-15) Comments With the exception of the chief’s position, the AVFD is staffed entirely by volunteers. The department provides volunteers with a pair of firefighter’s boots when they join the department. A stipend of $8.00 per call is intended to provide the volunteers with enough money to replace their boots when they are no longer serviceable. Volunteers cover out of their own pockets expenses incurred while on a call. Much of the department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program only be disposed of through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Not surprisingly, the AVFD has several vehicles which are no longer serviceable and are currently stored in various locations within the district. Some of the currently active equipment is on the verge of becoming unserviceable and will also need to be stored. The only solution to this problem is to proceed through the disposal process before storage becomes a serious problem for the District. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The AVFD currently enjoys an unusually high level of community support. Appreciative local residents performed much of the construction on the new station in Boonville. Response Required Board of Directors, Anderson Valley Community Services District (Findings 1-15, Recommendations 1-2) Chief, Anderson Valley Fire Department (Findings 6-15, Recommendations 1-2)
Findings & Recommendations 13 findings
F1: The Comptche Volunteer Fire Department (CVFD) enjoys a high level of community support.
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F2: The total 2005/2006 budget for the CVFD is $66,681. 3. $28,185 of the 2005/2006 budget is in the form of specific purpose grants.
Related Recommendations (1)
R4: The Grand Jury recommends that the CVFD: establish operating reserves. (Findings 2-4) Comments The CVFD provides a vital service to both the Comptche area and the County as a whole. In a mutually beneficial relationship, employers in Comptche provide a pool for volunteer firefighters and thereby promote public safety for themselves and the entire community. It is in the best interests of the County to support the CVFD as well as local employers. The CVFD is staffed entirely by volunteers who cover out of their own pockets expenses incurred while on a call. In addition to the monetary costs associated with volunteering to serve in the CVFD, the chief also has the burden of responsibility for any accidents or problems which occur in the Department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to behind-the-scenes department business like grant writing and community outreach efforts. Some of the Department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program be disposed of only through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Some of the currently active equipment is on the verge of becoming unserviceable and will need to be stored. The only solution to this dilemma is to proceed through the disposal process before storage becomes a serious problem for the Department. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The CVFD’s high level of community support is demonstrated by the fact that appreciative local residents donated much of the work and materials needed to expand the station in Comptche. Response Required Board of Directors, Comptche Community Services District (Findings 1-14, Recommendations 1-4) Chief, Comptche Fire Department (Findings 5-14, Recommendations 2-4)
F4: The CVFD maintains no operating reserves.
Related Recommendations (1)
R4: The Grand Jury recommends that the CVFD: establish operating reserves. (Findings 2-4) Comments The CVFD provides a vital service to both the Comptche area and the County as a whole. In a mutually beneficial relationship, employers in Comptche provide a pool for volunteer firefighters and thereby promote public safety for themselves and the entire community. It is in the best interests of the County to support the CVFD as well as local employers. The CVFD is staffed entirely by volunteers who cover out of their own pockets expenses incurred while on a call. In addition to the monetary costs associated with volunteering to serve in the CVFD, the chief also has the burden of responsibility for any accidents or problems which occur in the Department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to behind-the-scenes department business like grant writing and community outreach efforts. Some of the Department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program be disposed of only through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Some of the currently active equipment is on the verge of becoming unserviceable and will need to be stored. The only solution to this dilemma is to proceed through the disposal process before storage becomes a serious problem for the Department. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The CVFD’s high level of community support is demonstrated by the fact that appreciative local residents donated much of the work and materials needed to expand the station in Comptche. Response Required Board of Directors, Comptche Community Services District (Findings 1-14, Recommendations 1-4) Chief, Comptche Fire Department (Findings 5-14, Recommendations 2-4)
F5: The Comptche Community Services District tax base covers 100 square miles.
Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F6: The chief receives no compensation.
Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F7: On average the chief spends 10 hours per week on fire department business, which includes recruiting volunteers, writing grant proposals, developing the budget, monitoring expenditures, attending county level fire protection meetings and numerous administrative tasks.
Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F8: The CVFD has a roster of 21 personnel, which includes one chief, one training officer, one medical officer, six firefighters, and 12 additional personnel.
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F9: All available personnel respond to fire calls.
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F10: Responders receive no compensation.
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F11: The CVFD has an ongoing training program.
F12: The CVFD has an active fleet of seven vehicles.
Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
F13: Twenty-eight percent of the active fleet was obtained through the Federal Excess Personal Property (FEPP) program.
Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
F14: The CVFD does not have a long range plan for replacing equipment.
Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
Findings & Recommendations 26 findings
F1: The Comptche Volunteer Fire Department (CVFD) enjoys a high level of community support.
Page 23
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F2: The total 2005/2006 budget for the CVFD is $66,681. 3. $28,185 of the 2005/2006 budget is in the form of specific purpose grants.
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Related Recommendations (1)
R4: The Grand Jury recommends that the CVFD: establish operating reserves. (Findings 2-4) Comments The CVFD provides a vital service to both the Comptche area and the County as a whole. In a mutually beneficial relationship, employers in Comptche provide a pool for volunteer firefighters and thereby promote public safety for themselves and the entire community. It is in the best interests of the County to support the CVFD as well as local employers. The CVFD is staffed entirely by volunteers who cover out of their own pockets expenses incurred while on a call. In addition to the monetary costs associated with volunteering to serve in the CVFD, the chief also has the burden of responsibility for any accidents or problems which occur in the Department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to behind-the-scenes department business like grant writing and community outreach efforts. Some of the Department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program be disposed of only through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Some of the currently active equipment is on the verge of becoming unserviceable and will need to be stored. The only solution to this dilemma is to proceed through the disposal process before storage becomes a serious problem for the Department. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The CVFD’s high level of community support is demonstrated by the fact that appreciative local residents donated much of the work and materials needed to expand the station in Comptche. Response Required Board of Directors, Comptche Community Services District (Findings 1-14, Recommendations 1-4) Chief, Comptche Fire Department (Findings 5-14, Recommendations 2-4) of 64 A BRIGHT SPOT IN BOONVILLE: Error! Bookmark not defined.A Report on the Anderson Valley Fire Department April 6, 2006 Summary The 2005/2006 Mendocino County Grand Jury conducted an oversight of the Anderson Valley Fire Department, and found it to be in notably good condition.
F3: The AVFD maintains six months worth of operating reserves.
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Related Recommendations (1)
R4: The Grand Jury recommends that the CVFD: establish operating reserves. (Findings 2-4) Comments The CVFD provides a vital service to both the Comptche area and the County as a whole. In a mutually beneficial relationship, employers in Comptche provide a pool for volunteer firefighters and thereby promote public safety for themselves and the entire community. It is in the best interests of the County to support the CVFD as well as local employers. The CVFD is staffed entirely by volunteers who cover out of their own pockets expenses incurred while on a call. In addition to the monetary costs associated with volunteering to serve in the CVFD, the chief also has the burden of responsibility for any accidents or problems which occur in the Department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to behind-the-scenes department business like grant writing and community outreach efforts. Some of the Department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program be disposed of only through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Some of the currently active equipment is on the verge of becoming unserviceable and will need to be stored. The only solution to this dilemma is to proceed through the disposal process before storage becomes a serious problem for the Department. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The CVFD’s high level of community support is demonstrated by the fact that appreciative local residents donated much of the work and materials needed to expand the station in Comptche. Response Required Board of Directors, Comptche Community Services District (Findings 1-14, Recommendations 1-4) Chief, Comptche Fire Department (Findings 5-14, Recommendations 2-4) of 64 A BRIGHT SPOT IN BOONVILLE: Error! Bookmark not defined.A Report on the Anderson Valley Fire Department April 6, 2006 Summary The 2005/2006 Mendocino County Grand Jury conducted an oversight of the Anderson Valley Fire Department, and found it to be in notably good condition.
F4: The CVFD maintains no operating reserves.
Page 23
Related Recommendations (1)
R4: The Grand Jury recommends that the CVFD: establish operating reserves. (Findings 2-4) Comments The CVFD provides a vital service to both the Comptche area and the County as a whole. In a mutually beneficial relationship, employers in Comptche provide a pool for volunteer firefighters and thereby promote public safety for themselves and the entire community. It is in the best interests of the County to support the CVFD as well as local employers. The CVFD is staffed entirely by volunteers who cover out of their own pockets expenses incurred while on a call. In addition to the monetary costs associated with volunteering to serve in the CVFD, the chief also has the burden of responsibility for any accidents or problems which occur in the Department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to behind-the-scenes department business like grant writing and community outreach efforts. Some of the Department’s equipment was obtained through the FEPP program, which provides a vital and much needed source of equipment for small rural fire departments. FEPP requires that unserviceable or excess equipment initially acquired through the program be disposed of only through a long and complicated process which involves considerable time and paperwork to complete. Due to already high workloads, this process is often low on the list of priorities for a department. Some of the currently active equipment is on the verge of becoming unserviceable and will need to be stored. The only solution to this dilemma is to proceed through the disposal process before storage becomes a serious problem for the Department. Further information on the FEPP program can be found at http://www.fs.fed.us/fire/partners/fepp/. The CVFD’s high level of community support is demonstrated by the fact that appreciative local residents donated much of the work and materials needed to expand the station in Comptche. Response Required Board of Directors, Comptche Community Services District (Findings 1-14, Recommendations 1-4) Chief, Comptche Fire Department (Findings 5-14, Recommendations 2-4) of 64 A BRIGHT SPOT IN BOONVILLE: Error! Bookmark not defined.A Report on the Anderson Valley Fire Department April 6, 2006 Summary The 2005/2006 Mendocino County Grand Jury conducted an oversight of the Anderson Valley Fire Department, and found it to be in notably good condition.
F5: The Comptche Community Services District tax base covers 100 square miles.
Page 23
Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F6: The chief receives no compensation.
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Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F7: On average the chief spends 10 hours per week on fire department business, which includes recruiting volunteers, writing grant proposals, developing the budget, monitoring expenditures, attending county level fire protection meetings and numerous administrative tasks.
Page 23
Related Recommendations (1)
R2: The Grand Jury recommends that the CVFD: make the office of chief a paid position. (Findings 5-7)
F8: The CVFD has a roster of 21 personnel, which includes one chief, one training officer, one medical officer, six firefighters, and 12 additional personnel.
Page 23
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F9: All available personnel respond to fire calls.
Page 23
Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F10: Responders receive no compensation.
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Related Recommendations (1)
R1: The Grand Jury recommends that the CVFD: work to maintain and promote the current level of community support. (Findings 1, 8-10)
F11: The CVFD has an ongoing training program.
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F12: The CVFD has an active fleet of seven vehicles.
Page 23
Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
F13: Twenty-eight percent of the active fleet was obtained through the Federal Excess Personal Property (FEPP) program.
Page 23
Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
F14: The CVFD does not have a long range plan for replacing equipment. of 64
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Related Recommendations (1)
R3: The Grand Jury recommends that the CVFD: develop a long term plan for replacing equipment. (Findings 12-14)
F15: Sixty percent of the inactive fleet was obtained through the FEPP program. of 64
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F16: A Licensed Vocational Nurse is on duty at all times.
Page 28
F17: There is a psychiatrist on staff who spends up to 15 hours a week at the MCJ; in 2005 there were 1,636 psychiatric visits.
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F18: Mental Health workers from the Mendocino County Mental Health Department provide counseling for inmates. The number of visits from Mental Health workers in 2005 was 4,542.
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F19: The medical staff creates and maintains medical records on all inmates.
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F20: The nurse on duty dispenses inmates’ medications at the direction of a medical doctor.
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F21: There is an extremely high percentage of inmates with a history of methamphetamine use.
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F22: There is no Social Worker on staff.
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F23: The MCJ works with the Ukiah Adult School for inmates who want to earn a GED.
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F24: There are Alcoholics Anonymous (AA) and Narcotics Anonymous (NA) programs available for inmates.
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F25: At the time of inspection, there were many significant problems with the MCJ facility, including malfunctioning door locks, roof leaks, aging plumbing, floor tile in need of replacement, and inadequate storage space.
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F26: Mendocino County General Services is charged with the maintenance of the MCJ. MENDOCINO COUNTY COURTHOUSE HOLDING CELLS FINDINGS
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Additional Recommendations 1

Not linked to specific findings.

R8: COMMENTS The Grand Jury commends the staff of the Mendocino County Jail for the tremendous work they do in maintaining a safe environment for the staff and inmates. The challenges are enormous considering the poor condition of the antiquated facilities in which they have to work. The creation of a Criminal Justice Policy Task Force, though long overdue, gives reason to expect positive change in a system badly in need of improvement.
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Findings & Recommendations 19 findings
F1: The Leggett Valley Fire Protection District (LVFPD) tax base covers 53 square miles.
Related Recommendations (1)
R6: County government actively promote opportunities for economic development in the Leggett area. (Findings 1-4, 11, 12, 14, 19) Comments Lack of community support is the most critical issue facing the LVFPD. The Grand Jury found that while offers of support are received by the department, few of these result in real assistance. Lack of economic opportunity in the north central portion of Mendocino County results in few people being able and/or willing to participate in the fire department. Most people work out of the area and so are unable to respond to calls during the day or to participate in the extensive training required of department personnel. The majority of older residents in the Leggett area have already served in the fire department and are unwilling or unable to do so again. This leaves primarily younger residents as the volunteer pool, most of whom do not have the time. The chief is the operational head of the department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to the behind-the-scenes department business like grant writing and community outreach efforts. It is very difficult to hold a fulltime job and carry out the duties of the chief. County government also has a role to play. Only it can address the lack of economic opportunity in the Leggett area; only if people are able to live and work in the area can the fire department be viable in the long term. Response Required Mendocino County Board of Supervisors (Finding 19, Recommendation 6) Mendocino County Chief Executive Officer (Recommendation 6) Board of Directors, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 1-5) Chief, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 2, 3, 5)
F2: The LVFPD response area covers 155 square miles.
Related Recommendations (1)
R6: County government actively promote opportunities for economic development in the Leggett area. (Findings 1-4, 11, 12, 14, 19) Comments Lack of community support is the most critical issue facing the LVFPD. The Grand Jury found that while offers of support are received by the department, few of these result in real assistance. Lack of economic opportunity in the north central portion of Mendocino County results in few people being able and/or willing to participate in the fire department. Most people work out of the area and so are unable to respond to calls during the day or to participate in the extensive training required of department personnel. The majority of older residents in the Leggett area have already served in the fire department and are unwilling or unable to do so again. This leaves primarily younger residents as the volunteer pool, most of whom do not have the time. The chief is the operational head of the department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to the behind-the-scenes department business like grant writing and community outreach efforts. It is very difficult to hold a fulltime job and carry out the duties of the chief. County government also has a role to play. Only it can address the lack of economic opportunity in the Leggett area; only if people are able to live and work in the area can the fire department be viable in the long term. Response Required Mendocino County Board of Supervisors (Finding 19, Recommendation 6) Mendocino County Chief Executive Officer (Recommendation 6) Board of Directors, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 1-5) Chief, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 2, 3, 5)
F3: Sixty percent of district calls are medical responses.
Related Recommendations (1)
R6: County government actively promote opportunities for economic development in the Leggett area. (Findings 1-4, 11, 12, 14, 19) Comments Lack of community support is the most critical issue facing the LVFPD. The Grand Jury found that while offers of support are received by the department, few of these result in real assistance. Lack of economic opportunity in the north central portion of Mendocino County results in few people being able and/or willing to participate in the fire department. Most people work out of the area and so are unable to respond to calls during the day or to participate in the extensive training required of department personnel. The majority of older residents in the Leggett area have already served in the fire department and are unwilling or unable to do so again. This leaves primarily younger residents as the volunteer pool, most of whom do not have the time. The chief is the operational head of the department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to the behind-the-scenes department business like grant writing and community outreach efforts. It is very difficult to hold a fulltime job and carry out the duties of the chief. County government also has a role to play. Only it can address the lack of economic opportunity in the Leggett area; only if people are able to live and work in the area can the fire department be viable in the long term. Response Required Mendocino County Board of Supervisors (Finding 19, Recommendation 6) Mendocino County Chief Executive Officer (Recommendation 6) Board of Directors, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 1-5) Chief, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 2, 3, 5)
F4: Thirty percent of district calls are traffic-related.
Related Recommendations (1)
R6: County government actively promote opportunities for economic development in the Leggett area. (Findings 1-4, 11, 12, 14, 19) Comments Lack of community support is the most critical issue facing the LVFPD. The Grand Jury found that while offers of support are received by the department, few of these result in real assistance. Lack of economic opportunity in the north central portion of Mendocino County results in few people being able and/or willing to participate in the fire department. Most people work out of the area and so are unable to respond to calls during the day or to participate in the extensive training required of department personnel. The majority of older residents in the Leggett area have already served in the fire department and are unwilling or unable to do so again. This leaves primarily younger residents as the volunteer pool, most of whom do not have the time. The chief is the operational head of the department. Making the office of chief a paid position will alleviate some of the pressure on him, allowing him to devote a portion of his time to the behind-the-scenes department business like grant writing and community outreach efforts. It is very difficult to hold a fulltime job and carry out the duties of the chief. County government also has a role to play. Only it can address the lack of economic opportunity in the Leggett area; only if people are able to live and work in the area can the fire department be viable in the long term. Response Required Mendocino County Board of Supervisors (Finding 19, Recommendation 6) Mendocino County Chief Executive Officer (Recommendation 6) Board of Directors, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 1-5) Chief, Leggett Valley Fire Protection District (Findings 1-18, Recommendations 2, 3, 5)
F5: The LVFPD has recently employed a collection agency to recover costs for responses outside district boundaries and calls involving nonresidents.
Related Recommendations (1)
R5: the LVFPD monitor collection results for out-of-district responses. (Finding 5)
F6: The LVFPD budget includes $25,000 to pay matching funds on a $189,000 FEMA grant used for purchasing a new fire truck yet to be delivered.
Related Recommendations (1)
R4: the LVFPD establish operating reserves. (Findings 6, 7,18)
F7: The total LVFPD 2005-2006 budget is $52,300, which includes the $25,000 matching funds.
F8: The chief receives no compensation.
Related Recommendations (1)
R1: the LVFPD make the office of chief a paid position. (Findings 8, 9,11)
F9: The chief spends many hours per week on fire department business, including arranging training schedules, arranging for equipment maintenance, recruiting volunteers, writing grant proposals, and monitoring expenditures.
F10: The LVFPD has insufficient community support.
Related Recommendations (1)
R2: the LVFPD work to increase community support. (Findings 10-14, 16)
F11: Most Leggett residents work outside the area.
Related Recommendations (1)
R2: the LVFPD work to increase community support. (Findings 10-14, 16)
F12: Most of the older residents have already served in the fire department.
Related Recommendations (1)
R2: the LVFPD work to increase community support. (Findings 10-14, 16)
F13: The LVFPD has a roster of nine volunteers, including the chief, assistant chief, two captains and five firefighters.
Related Recommendations (1)
R2: the LVFPD work to increase community support. (Findings 10-14, 16)
F14: All available personnel respond to calls.
Related Recommendations (1)
R2: the LVFPD work to increase community support. (Findings 10-14, 16)
F15: Responders receive no compensation.
F16: The LVFPD has an ongoing training program.
F17: The LVFPD has an active fleet of three vehicles; all are at least ten years old, the oldest vehicle is 30 years old.
Related Recommendations (1)
R3: the LVFPD develop a long term plan for replacing equipment. (Findings 17, 18)
F18: The LVFPD does not have a long range plan for replacing equipment.
F19: An ad hoc committee of the Mendocino County Board of Supervisors has been directed to explore ways in which the County can assist rural fire districts.
Findings & Recommendations 26 findings
F1: The Mendocino County Jail (MCJ) can currently accommodate 302 inmates.
F2: There are currently 57 budgeted positions for the Corrections Department: one Captain, two Sergeants, eight Corporals and 46 Correctional Deputies, not including additional support staff.
F3: The position of Correctional Deputy was recently reclassified under California Penal Code Section §830.1.
F4: In the current contract, Correctional Deputies are scheduled to receive a three percent pay raise spread over 18 months. Additional qualifications, such as an AA or BA degree or Field Training Instructor status, will result in a further increase, up to a maximum of eight percent.
F5: There are Bi-Lingual Correctional Deputies, with pay incentives for those who qualify, at a rate of three percent for basic command of a second language and five percent for advanced knowledge.
F6: Correctional Deputies receive $1,000 a year as a clothing allowance.
F7: In 2005 there was a 13.6% turnover rate among Correctional Deputies.
F8: Basic Correctional Deputy training consists of twelve weeks working in-house with a Field Training Deputy, six weeks of Core (basic) training, and three weeks of California Penal Code Section §832 training.
F9: Correctional Deputies do most of the transporting of inmates; Field Deputies transport inmates on an “as needed” basis.
F10: MCJ has received funding for five Sheriff’s Service Technicians to relieve the bottleneck in the Booking Room.
F11: The average stay for an inmate in the MCJ is 16.6 days.
F12: There are currently six Tasers available to Correctional Deputies on duty.
F13: From January to June of 2005 there were 21 incidents of Taser use by Correctional Deputies; from July to December 2005 there were five incidents of Taser use.
F14: There is a medical doctor on staff and on call who sees to the health needs of the inmates.
F15: There is one full-time Registered Nurse Manager on staff.
F16: A Licensed Vocational Nurse is on duty at all times.
F17: There is a psychiatrist on staff who spends up to 15 hours a week at the MCJ; in 2005 there were 1,636 psychiatric visits.
F18: Mental Health workers from the Mendocino County Mental Health Department provide counseling for inmates. The number of visits from Mental Health workers in 2005 was 4,542.
F19: The medical staff creates and maintains medical records on all inmates.
F20: The nurse on duty dispenses inmates’ medications at the direction of a medical doctor.
F21: There is an extremely high percentage of inmates with a history of methamphetamine use.
F22: There is no Social Worker on staff.
Related Recommendations (1)
R1: a social worker be added to the staff of the MCJ. (MCJ Finding 22)
F23: The MCJ works with the Ukiah Adult School for inmates who want to earn a GED.
F24: There are Alcoholics Anonymous (AA) and Narcotics Anonymous (NA) programs available for inmates.
F25: At the time of inspection, there were many significant problems with the MCJ facility, including malfunctioning door locks, roof leaks, aging plumbing, floor tile in need of replacement, and inadequate storage space.
Related Recommendations (1)
R2: the Mendocino County Board of Supervisors should at the earliest possible date relocate and consolidate all of the Mendocino County Justice facilities to one central location on a site that is easily accessible. (MCJ Finding 25 and Holding Cell Finding 8) COMMENTS The Grand Jury commends the staff of the Mendocino County Jail for the tremendous work they do in maintaining a safe environment for the staff and inmates. The challenges are enormous considering the poor condition of the antiquated facilities in which they have to work. The creation of a Criminal Justice Policy Task Force, though long overdue, gives reason to expect positive change in a system badly in need of improvement.
F26: Mendocino County General Services is charged with the maintenance of the MCJ. MENDOCINO COUNTY COURTHOUSE HOLDING CELLS FINDINGS
Additional Recommendations 1

Not linked to specific findings.

R8: COMMENTS The Grand Jury commends the staff of the Mendocino County Jail for the tremendous work they do in maintaining a safe environment for the staff and inmates. The challenges are enormous considering the poor condition of the antiquated facilities in which they have to work. The creation of a Criminal Justice Policy Task Force, though long overdue, gives reason to expect positive change in a system badly in need of improvement.
Findings & Recommendations 14 findings
F1: The PFPD receives less than $9000 a year in property tax revenue.
Related Recommendations (2)
R1: the PFPD seek ways to recover costs for out-of-district calls and calls involving nonresidents. (Findings 1, 5, 11)
R2: County government actively promote opportunities for economic development in the Piercy area. (Findings 1, 2, 8) Comments As the smallest fire protection district in the County and with no local employers, the PFPD finds itself in a truly hazardous position. In January of 2004 the department shut down operations, in part due to changes in state law. SB1207- Romero 2002 made department chiefs and directors responsible for ensuring that volunteers be trained to the same level as responders in full-time, paid departments. Unfortunately, many would-be volunteers are unable to spend the time and money required not only to reach this level of training but to maintain it. As a result, many fire departments in the County have had to face a drastic shortage of people willing and able to volunteer. The fact that the chief and board of directors are personally responsible for this training was part of the reason that the PFPD closed for more than 18 months. During this time the Leggett Valley Fire Protection District was responding to calls in this area. This resulted in a ripple effect through the rest of the County as other districts had to respond farther north and east to fill in the gap. The revenue to PFPD comes primarily from property taxes. Under the terms of Proposition 13 all property tax is lumped together. This amount is then distributed to the various entities in the County which receive property tax revenue. The amount apportioned to each entity is determined by law. Special districts like PFPD receive a fixed percentage of all property tax revenues proportionate to district area. As a result, this level of support is fixed and offers no solution to the problems facing the district. The fact that the PFPD is once again in operation should not be taken as evidence that these problems no longer exist. With yearly revenues of less than $9000 ( compared to Leggett Valley Fire Protection District with a comparable non-grant budget of $21,300) the PFPD is constantly on the verge of shutting down once again. Should they experience an equipment failure in their aging fleet or a sudden loss of personnel, they may have no option but to close down. The Grand Jury recognizes there is little, if anything, the PFPD can do to alleviate this situation as it is largely the result of State and County policies. The Grand Jury looks to County government to work with the PFPD in seeking innovative ways to maintain public safety. The Grand Jury would like to recognize the extraordinary efforts, both past and ongoing, made by the members of the PFPD and Piercy residents in general in restoring their department to operational status. Response Required Mendocino County Board of Supervisors (Recommendation 2) Mendocino County Chief Executive Officer (Recommendation 2) Board of Directors, Piercy Fire Protection District (Findings 1-13, Recommendation 1) Chief, Piercy Fire Protection District (Findings 1-13, Recommendation 1)
F2: The PFPD receives some income from donations and grants; this income is unpredictable.
F3: The PFPD tax base covers 7.2 square miles.
F4: The PFPD response area covers approximately 100 square miles.
F5: Most district calls are related to traffic accidents on US 101.
F6: The chief receives no compensation.
F7: On average, the chief spends 15-20 hours per week on fire department business, including arranging training schedules, arranging for equipment maintenance, recruiting volunteers, writing grant proposals, developing the budget, monitoring expenditures, and reporting to commissioners.
F8: Most residents of the Piercy area commute into Humboldt County for employment.
F9: The PFPD has a roster of nine volunteers, which include one chief, one assistant chief, one training officer, one safety officer and five first responders.
F10: All available personnel respond to calls.
F11: Responders receive no compensation.
F12: The PFPD has a fleet of four vehicles; two are over 20 years old.
F13: The PFPD does not have a long range plan for replacing equipment.
F14: An ad hoc committee of the Mendocino County Board of Supervisors has been directed to explore ways in which the County can assist rural fire districts.
Additional Recommendations 6

Not linked to specific findings.

R1: Anderson Valley USD be used as a model for its accepting bicultural environment and its program in which virtually all students of various ethnic backgrounds become bilingual before graduation. (Common findings 3,13, School findings 3,4,5)
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R2: the AVUSD, proud of success achieved in attracting and retaining Spanish- speaking students, be afforded the additional resources needed to assist and support this population. (Common findings 3,12, School findings 2,3,4,) of 64
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R3: the Leggett Valley USD continue to foster its supportive environment and knowledgeable attention to each individual. (Common finding 2)
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R4: those high school students in Leggett Valley who attend the alternative education program be housed in a classroom that is as inviting as those of their fellow students. (School finding 17)
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R5: MCOE and the Pt. Arena community do everything possible to support and continue the improvement within the Pt. Arena Joint Union High School District and Arena Unified Elementary School District; the dramatic decrease in turnover of trustees, administrators, teachers and students is clearly a positive turnaround in the health of these districts. (Common finding 4, School findings 19, 23)
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R6: the Pt. Arena JUHSD, justifiably proud of its new buildings, not overlook the obvious: a library should be reserved for reading and research, not set up for regular band practice. (School finding 26) Comments “Schools should be the most beautiful structures in town”. This statement by a Mendocino County school administrator was meant literally, but its deeper meaning is surely felt by students, parents and staff of the three districts surveyed by the 2005- 2006 Grand Jury. In a County notorious for its drug tolerance and availability, there seems small evidence that hard drug use or genuine gang activity has gained a foothold in the elementary and secondary schools of Anderson Valley, Leggett and Pt. Arena. Alcohol and marijuana use on school sites is not unknown but uncommon. Instead, the primary problem seems to be poverty: 75 to 80% of the students in the districts surveyed are on the free or reduced fee breakfast and lunch program. Tied to low income and high Hispanic and Native American populations in two of the schools is a second problem: high tranciency rates. Affordable housing and long term, adequately compensated employment are hard to find in rural Mendocino. When circumstances become difficult, families move on, disrupting the education of their children. Compounding this problem, a growing school population speaking English as a second language and increasing evidence of severe language impairment in pre-K and primary children make meeting the State Literacy Requirements a formidable task. In spite of this, the three rural districts are in so many ways a success story. An inordinate percentage of graduates attend two and four year colleges, many on well- earned scholarships. A huge percentage of the population is bussed to their schools: they arrive, eat breakfast, and attend classes, most with enthusiasm and a positive attitude. A small but dedicated group of parents work for and within each school district for the benefit of all students. Most importantly, these rural districts boast caring, competent staff (several of them former students), strict but not unreasonable regulations, and a personal, nurturing educational environment that larger urban and suburban schools simply cannot duplicate. of 64 The country schoolhouse may be wired for the Internet, but the educational family still exists for youth in the far corners of Mendocino.
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Findings & Recommendations 27 findings
F1: The three surveyed rural districts have a total enrollment of approximately 1,270 students; all offer pre-school programs.
F2: The relatively small school populations enable school personnel to recognize and know virtually all their students.
Related Recommendations (1)
R3: the Leggett Valley USD continue to foster its supportive environment and knowledgeable attention to each individual. (Common finding 2)
F3: Meeting State proficiency standards is the first concern of principals and, therefore, teachers.
F4: The Average Daily Attendance (ADA) figures seem relatively stable and are perhaps increasing.
F5: The vast majority of students are bused to and from these rural schools.
F6: Gang activity, graffiti and vandalism are not major problems in the surveyed schools. Mendocino County Grand Jury 7. An enforced dress code for students seems to have solved several problems; it has eliminated gang attire worn by “wannabes” and appears to promote positive student behavior.
F7: The libraries in the AVUSD schools are staffed on a full-time basis and are open before and after school.
F8: Negative incidents between ethnic groups are minimal, as is fighting on campus.
Related Recommendations (1)
R1: Anderson Valley USD be used as a model for its accepting bicultural environment and its program in which virtually all students of various ethnic backgrounds become bilingual before graduation. (Common
F9: Drug-related incidents are minimal.
F10: There is no known student use of meth on these campuses.
F11: Competitive sports are universally popular; a high percentage of students in grades seven through twelve are involved in at least one school sport.
F12: Transiency within the student population during the school year adversely affects the learning process.
Related Recommendations (1)
R2: the AVUSD, proud of success achieved in attracting and retaining Spanish-speaking students, be afforded the additional resources needed to assist and support this population. (Common findings 3,12, School
F13: Cases of autism are rising, especially in preschool and primary grades.
F14: Important news and announcements are sent home to parents in both English and Spanish.
F15: All schools have computer labs available to both elementary and secondary students; all classrooms contain at least one computer, usually more.
F16: All schools offer cafeteria and food service, although staffing and student participation in preparation and service vary from school to school.
F17: All schools have stocked and staffed libraries, although hours, materials and levels of staff certification differ from school to school.
F18: Mendocino County Office of Education (MCOE) provides legal and consulting services to the districts, financial services including planning, scholarship and college testing information, as well as opportunities for site administrators to meet and confer on a regular basis. SCHOOL FINDINGS Anderson Valley Unified School District 1. Anderson Valley Unified School District (AVUSD) has been a stable, flourishing educational system for many years at both the elementary and secondary levels; enrollment is presently approximately 590 students.
F20: Building on the Anderson Valley Personal Learning Plan model, Pt. Arena has compiled literacy standards and benchmarks for their K through 12 students in the READING WRITING SPEAKING plan, tailored specifically to the district’s population.
F21: Pt. Arena High School offers the AVID program for all eligible students.
F22: Pt. Arena High School offers students the opportunity, during regularly scheduled class time, to take AP classes online.
F23: Through a combination of construction bonds and state funding, the dilapidated secondary school plant will soon be totally replaced; many new buildings are already in use.
Related Recommendations (2)
R4: those high school students in Leggett Valley who attend the alternative education program be housed in a classroom that is as inviting as those of their fellow students. (School finding 17)
R5: MCOE and the Pt. Arena community do everything possible to support and continue the improvement within the Pt. Arena Joint Union High School District and Arena Unified Elementary School District; the dramatic decrease in turnover of trustees, administrators, teachers and students is clearly a positive turnaround in the health of these districts. (Common
F24: Pacific Community High School, a charter school, shares the campus and facilities of Pt. Arena High School; Pacific Community co-enrolls in sports activities with Pt. Arena.
F25: The two Pt. Arena districts have adapted the “Blended Model” program to meet the educational needs of all students. Using individualized materials within math and language arts Learning Centers, the Blended Program’s goal is to raise all student achievement to grade level and beyond.
F26: Pt. Arena HS has a spacious, well-stocked library; certified staff is available three days a week. However, the band practices regularly in the center of the room; music stands and chairs, several instruments, amplifiers and other equipment are located between the stacks and the reading area.
Related Recommendations (1)
R6: the Pt. Arena JUHSD, justifiably proud of its new buildings, not overlook the obvious: a library should be reserved for reading and research, not set up for regular band practice. (School finding 26) Comments “Schools should be the most beautiful structures in town”. This statement by a Mendocino County school administrator was meant literally, but its deeper meaning is surely felt by students, parents and staff of the three districts surveyed by the 2005-2006 Grand Jury. In a County notorious for its drug tolerance and availability, there seems small evidence that hard drug use or genuine gang activity has gained a foothold in the elementary and secondary schools of Anderson Valley, Leggett and Pt. Arena. Alcohol and marijuana use on school sites is not unknown but uncommon. Instead, the primary problem seems to be poverty: 75 to 80% of the students in the districts surveyed are on the free or reduced fee breakfast and lunch program. Tied to low income and high Hispanic and Native American populations in two of the schools is a second problem: high tranciency rates. Affordable housing and long term, adequately compensated employment are hard to find in rural Mendocino. When circumstances become difficult, families move on, disrupting the education of their children. Compounding this problem, a growing school population speaking English as a second language and increasing evidence of severe language impairment in pre- K and primary children make meeting the State Literacy Requirements a formidable task. In spite of this, the three rural districts are in so many ways a success story. An inordinate percentage of graduates attend two and four year colleges, many on well-earned scholarships. A huge percentage of the population is bussed to their schools: they arrive, eat breakfast, and attend classes, most with enthusiasm and a positive attitude. A small but dedicated group of parents work for and within each school district for the benefit of all students. Most importantly, these rural districts boast caring, competent staff (several of them former students), strict but not unreasonable regulations, and a personal, nurturing educational environment that larger urban and suburban schools simply cannot duplicate. The country schoolhouse may be wired for the Internet, but the educational family still exists for youth in the far corners of Mendocino.
F27: Roughly 80% of the Pt. Arena High School graduates attend a two or four year college.
F28: The two Pt. Arena districts have an official Community Safety Committee which includes a local EMT, a transportation representative, a cafeteria representative, a Board trustee, the school principals and a charter school representative.
Findings & Recommendations 20 findings
F1: The majority of crimes committed by juveniles in Mendocino County are property crimes and alcohol/drug offenses.
F2: Approximately 75% of the juveniles returning to MCJH have violated probation, mostly for drug and/or alcohol offenses.
F3: In general, juveniles can be sentenced up to one year in MCJH.
F4: Juveniles sentenced to more than one year generally serve their sentence at a California Youth Authority (CYA) facility.
F5: Approximately three inmates a year go to CYA from Mendocino County.
F6: MCJH had 681 bookings in the calendar year of 2005.
F7: The maximum inmate capacity for MCJH is 43, with an approximate daily average of 41 inmates.
F8: It costs approximately $160 a day to house an inmate.
F9: Parents or guardians are charged $15 a day towards costs of incarceration, with a maximum of $750 per stay.
F10: Approximately 30% of the amount billed to parents or guardians is actually collected.
F11: The staff turnover rate at the MCJH is very low.
F12: At the time of the Grand Jury’s visit, two staff members were bilingual in English and Spanish.
F13: Funds budgeted to cover anticipated costs of mandated training for future hires are insufficient.
Related Recommendations (1)
R1: additional funding be budgeted for mandated training of MCJH staff. (Finding 13)
F14: West Hills School, which is located at MCJH, is operated by the Mendocino County Office of Education.
F15: JH inmates can earn a high school diploma or a GED and earn college credit.
F16: Proceeds from the inmates’ payphones at MCJH are used exclusively for youth programs, including recreational equipment and magazine subscriptions.
F17: There are Narcotics Anonymous (NA) and Alcoholics Anonymous (AA) programs available for MCJH inmates.
F18: There currently is no work program available to which the courts can refer youth in Mendocino County.
Related Recommendations (1)
R2: a work program for juvenile offenders be reinstated (a recommendation also made in the Mendocino County Grand Jury report on the MCJH of 2004-05). (Findings 18, 19, 20) Comments According to Mendocino County law enforcement personnel, gang activity is increasing drastically; the implications of that for MCJH are extensive and serious. The Grand Jury found the facility to be clean and safe and wishes to commend the staff and administration of the MCJH for their excellent work despite budgetary constraints. It has been estimated that a limited work program for juvenile offenders in the Ukiah Valley could be implemented for $70,000, to be operational within three weeks of funding. A fully funded county-wide program would cost approximately $280,000, the same amount budgeted in the past. The Grand Jury believes that such a program would significantly reduce costs to the County for MCJH as well as other programs. Response Required Mendocino County Board of Supervisors (Findings 3, 8, 9, 10, Recommendations 1, 2) Mendocino County Juvenile Hall Facility Manager (Findings 3, 8, 9, 10, Recommendations 1, 2) Mendocino County Chief Probation Officer (Findings 8, 9, 10, Recommendation 2) Judge, Mendocino County Juvenile Court (Findings 8, 9, 10, Recommendation 2)
F19: A previously funded Mendocino County work program was demonstrated to be effective and beneficial in the rehabilitation of juveniles.
F20: A work program can serve as an effective court diversion for youth who otherwise would be in MCJH.
Findings & Recommendations 12 findings
F1: The FBPD web-site is up and operational at the time of inspection and continues to be expanded and developed.
F2: The FBPD is staffed in accordance with its budget: one Chief, one Lieutenant, four Sergeants, ten Patrol Officers, two Community Service Officers (CSO) (one position is vacant), six Cadets, two Police Service Technicians (one is an Evidence Room Technician), and an Executive Secretary.
F3: The FBPD staffing is affected by the number of officers on temporary disability.
F4: Officer retention rates within rural communities such as Fort Bragg are affected by family circumstance and needs.
F5: Dispatching for the FBPD is performed through a contract with the Sheriff’s Department.
F6: A high level of cooperation exists between the commanders of the FBPD and the Mendocino County Sheriff’s Coast Sector Sub-Station.
F7: Additional safeguards for the disposal of evidence are to be implemented.
F8: Injury claims on the part of the patrol officers have been reduced by 30% with the introduction and appropriate use of Tasers.
F9: The FBPD holding cell is physically located in the Mendocino County Sheriff’s Coast Sector Sub-Station.
F10: The Fort Bragg Holding facility lacks an audio monitoring system, resulting in non- compliance with California Code of Regulations §6031.
Related Recommendations (1)
R1: the Mendocino County Department of Building and Grounds install an audio monitoring system in the FBPD Holding Cell that is in compliance with California Code of Regulation §6031. (Finding 10). Comments The FBPD continues to perform well in the face of financial adversity. The Department is able to provide the necessary services and protection for their community but would like to be able to do more with education and prevention within the local school systems. The FBPD is looking for grant funding to carry out special projects and making special efforts to find affordable housing for police personnel. In the course of this investigation the Grand Jury learned that a Fort Bragg Emergency Plan is in place; this is a component of the Mendocino Emergency Services Authority plan which involves all city and County emergency agencies. A tsunami plan for Fort Bragg and environs is currently under development. The Grand Jury believes that city residents should be familiar with the details of these plans, and that the City needs to facilitate this familiarity. Response Required Fort Bragg City Council, Finding 2, 10 Police Chief, FBPD, Findings 1 through 12 and Recommendation 1 Response Requested Director, Mendocino County General Services, Finding 10 and Recommendation 1
F11: Transportation of prisoners to Ukiah or another facility is generally carried out within two hours.
F12: The FBPD estimates that 75% to 80% of arrests are drug-related (methamphetamine or other drugs).
Findings & Recommendations 15 findings
F1: The Mendocino County Sheriff Coast Sector Sub-Station is staffed in accordance with its budget: one Lieutenant, three Sergeants, eleven Deputies, one Bailiff, one Detective, and one Secretary.
F2: The Sheriff’s Department designates the area between Rockport and Gualala as the Coast Sector.
F3: A Coast Sector deputy sheriff generates approximately 20 hours of overtime every two weeks.
F4: Coast Sector patrol work is generally limited to dispatch responses, process serving, transportation of detainees, and other departmental duties.
F5: Deputies have recently been issued Tasers and instructed in their use by POST- trained officers (Police Officer Standard Training).
F6: Storage space for evidence is inadequate.
Related Recommendations (2)
R1: the Evidence Room (storage space for evidence) be enlarged and upgraded. (Finding 6)
R7: that the BOS amend the County budget to remedy the problems in the Sub-Station Facility. (Findings 6, 10, 11, 12, 13, 14) Comments Despite the excessive workload and the problems with the facility, the staff of the Mendocino County Sheriff Sub-Station in Fort Bragg is providing excellent services. In the opinion of the Sheriff’s Department, overtime would not be reduced by additional staff. Adding a substantial number of deputies to the roster would allow the Department to increase the hours of community policing. Response Required Mendocino County Board of Supervisors, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 7. Sheriff, Mendocino County Sheriff’s Department, Findings 1 through 15 and Recommendations 1 through 6. Response Requested Director, Mendocino County Department of General Services, Findings 6, 10, 11, 12, 13, 14 and Recommendations 1 through 6.
F7: Detainees at Fort Bragg are normally booked and transported to the County Jail in Ukiah or to another facility within two hours.
F8: Detainees on the South Coast (from Navarro to the south County line) are taken directly to the County Jail in Ukiah.
F9: The Coast Sector Sub-Station Holding Cells are clean.
F10: The Coast Sector Holding Facility lacks an audio monitoring system.
Related Recommendations (1)
R2: an audio monitoring system be installed to bring the Sub-Station into compliance with California Code of Regulations §6031. (Finding 10)
F11: The handicapped rails, benches, air duct screens, wall panel, and faucet handles in the Holding Cells could be used by a prisoner to hang him/herself.
Related Recommendations (1)
R3: components in the Holding Cells that present a danger to inmates be corrected. (Finding 11)
F12: The central heating and cooling system in the Sheriff’s Coast Sector Sub-Station is inadequate.
Related Recommendations (1)
R4: the heating and cooling system in the Sub-Station be upgraded. (Finding 12)
F13: Given the heavy use of the Sheriff’s Coast Sector offices, cleaning and routine maintenance beyond the regularly scheduled janitorial service provided by County General Services must be performed by the Sub-Station staff.
Related Recommendations (1)
R5: the frequency of janitorial services in the Sub-Station be increased. (Finding 13)
F14: The emergency button/bell system installed in the Sub-Station is unmonitored and connected only to offices that are often unoccupied.
Related Recommendations (1)
R6: the emergency button/bell system installed in the Sub-Station be monitored at all times. (Finding 14)
F15: In the opinion of the Sheriff’s Department Coast Sector Sub-Station, methamphetamine, along with other drugs including alcohol, is a major factor in most arrests.