Mendocino County 2010-2011 - California Grand Jury Reports

From the annual report

The consolidated year-end volume. The individual investigations it contains are listed separately below.

📑 Year-End Report

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The full consolidated volume; individual reports are listed below.

Individual reports (17)

June 07, 2011 — Breaking News: Big Changes Coming for Redevelopment Agencies?

9 páginas 4 recomendaciones

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June 07, 2011 — Success is a Plea Bargain, a Win is a Lesser Charge a Report on the Offices of the Public Defender and Alternate

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June 06, 2011 — Charter Schools Are Here To Stay a Report on Mendocino County Charter Schools

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June 06, 2011 — Covering Your Asphalt a Report on the Mendocino County Department of Transportation June 6, 2011

8 páginas 42 hallazgos 17 recomendaciones

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Hallazgos & Recomendaciones 42 hallazgos

F1: The MCDoT is responsible for 1011.8 miles of County roads and 157 bridges; 676.3 miles of roads are paved and 335.5 miles are not paved.

F2: The cost is less to maintain un-surfaced roads than to maintain paved roads. MCOG “State of the Pavements” presentation by the MCDoT Director, to BOS, on 6/14/2011 1 3. Revenues come from State and Federal gas taxes, a voter-approved road tax collected through property tax, and State and Federal grants, which require some matching funds.

F4: The Federal and State Highway User Gas Tax, a revenue stream for MCDoT, is collected through a per-gallon surcharge. Expected revenues from the State have been delayed in recent times.

F5: On April 25, 2011, the MCDoT accumulated fund balance was $4,649,927, restricted for use on road maintenance and road projects. The fund balance is not transferable or available for use by any other County departments.

F6: In 2006, MCDoT was awarded $6.5 million from Proposition 1b, which was received in three un-equal payments; the final payment of $3.1 million was received in 2010. These funds are restricted to road projects and must be used within three years of receipt.

F7: The MCDoT’s primary roadwork is performed during the spring and summer months. Projects are labor intensive and include planning, engineering, environmental studies, permits, securing right-of-ways, and collaborating with other agencies. Projects may take up to five years to complete.

F8: Of the 157 bridges in the County, 14 are scheduled for repair or replacement and are in various stages of the design and permit process.

F9: Most projects are reimbursed by the State and Federal government in payments for work performed.

F10: The budget units for MCDoT include: Road Maintenance, Storm Damage, Administration, Federal and State projects, Little River and Round Valley airports, Solid Waste, and Landfill Closure.

F11: Solid Waste, an enterprise fund, was recently privatized; however, MCDoT remains responsible for maintaining the closed landfills. The Solid Waste and the Landfill Closure budgets are funded by franchise fees paid by the private waste haulers.

F12: The MCDoT Organizational Chart (Appendix A) reflects: a Director/Road Commissioner, Assistant Director, and four Deputy Directors, one for each of the four divisions: • Road Maintenance • Engineering • Administration • Land Improvement 13. There are three budget units in the road fund division and revenues are restricted: • 3010 Administration and Maintenance • 3030 Storm Damage • 3041 Federal and State Projects 14. The preparation of the budget is based on projections of revenue. Anticipated projects contained within a budget may or may not be funded due to economic conditions.

Recomendaciones relacionadas (2)

R1: the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, review the levels of management at Mendocino County Department of Transportation, to determine if the Assistant Director and the four Deputy Directors are critical to the department, (Finding 12)

R2: the Mendocino County Chief Executive Officer and the Board of Supervisors consider consolidating management at the Mendocino County Department of Transportation, (Finding 12)

F15: On May 14, 2011, the number of employees at MCDoT was 87 full-time and eight extra- help. Solid Waste has one half-time position for the Landfill Closure.

F16: The MCDoT maintains two maintenance garages in Ukiah; one for vehicles and light trucks and one for heavy equipment. There are additional service yards located in Boonville, Point Arena, Covelo, Fort Bragg, Laytonville, and Willits. 2 17. The MCDoT maintains a drug-free workplace and is responsible for administering the Safety Sensitive Driver Program (SSD). In one incident, the protocols associated with SSD were not followed, which resulted in an audit exception. Non-compliance threatens Federal funding.

F18: The MCDoT has strict timelines in the case of establishing emergency declarations to receive reimbursement funding for emergency road repairs.

Recomendaciones relacionadas (1)

R3: the Mendocino County Board of Supervisors return to the previous schedule of four meetings each month in order to avoid losing State and Federal funds during declared disasters, (Findings 18-19)

F19: The BOS has created difficulty for MCDoT by strict adherence to the agenda submittal process during times of emergency. In times of emergencies and unexpected circumstances, in order to ensure continued operations of MCDoT, necessary for the preservation of life or property, the BOS may not meet weekly. Findings - Purchasing 20. The Director-Road Commissioner, General Services Agency (GSA) Director, Chief Executive Officer (CEO), and department heads are authorized to negotiate with vendors and prepare purchase orders or formal contracts for purchases, as per Policy #1. When this express authority is not delegated, the Board of Supervisors (BOS) retains sole authority for that activity.

Recomendaciones relacionadas (1)

R3: the Mendocino County Board of Supervisors return to the previous schedule of four meetings each month in order to avoid losing State and Federal funds during declared disasters, (Findings 18-19)

F21: Mendocino County Purchasing, Leasing, and Contracting Policy #1, includes the following: • Purchases of supplies and equipment, • Maintenance, rentals, and leases of equipment and other personal property, • Leases of real property, • Contracts for services.

F22: Competitive bidding is required for certain purchases or any individual items costing more than $10,000.

F23: Department heads can make and sign for purchases up to $25,000.

F24: The Purchasing Agent for MCDoT can make and sign for purchases up to $50,000. The BOS must approve and sign for purchases or contracts over $50,000. County Counsel must approve all contracts.

F25: Blanket Purchase Orders are issued to selected vendors and include a list of personnel who are approved to make purchases, and are not to exceed $2,000 per purchase unless authorized by the purchasing agent.

F26: The Purchasing Agent and the Auditor-Controller may authorize departments to make certain direct purchases with a County approved procurement card (P-Card).

Recomendaciones relacionadas (1)

R4: the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)

F27: Only one P-Card is issued per department. The P-Card for MCDoT is held by the Senior Department Analyst; this arrangement makes it difficult when an emergency develops.

Recomendaciones relacionadas (1)

R4: the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)

F28: The General Services Agency charges an internal fee of 13% to MCDoT to process P- Card purchases.

Recomendaciones relacionadas (2)

R4: the Mendocino County Department of Transportation Director ensure a P-Card is available for use at all times, (Findings 26-28)

R5: the Mendocino County General Services Agency justify the 13% internal support charge for processing P-Card payments. The inter-departmental charge back fee must reflect the true cost, not percentage based or flat fee for these services, (Finding 28)

F29: The Director-Road Commissioner is the only person authorized to issue an Emergency Purchase Order. An emergency exists when an item must be purchased to continue operations or when the item is necessary for the preservation of life or property. Findings – Accounting 30. Mendocino County uses the Municipal Information System (MUNIS) accounting software.

F31: The MCDoT uses the Cost Accounting Management System (CAMS), which provides cost accounting features and interfaces with the MUNIS system for invoices and payroll. The CAMS system has the capability of issuing various detailed reports.

Recomendaciones relacionadas (1)

R6: the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)

F32: The MCDoT is required to keep track of each job, including the documentation of all costs.

Recomendaciones relacionadas (1)

R6: the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)

F33: The CAMS system has a tutorial component that senior management has failed to utilize effectively. Findings – Management 34. There are significant inter/intra-departmental barriers, communication deficiencies, and poor decision-making practices.

Recomendaciones relacionadas (1)

R6: the Mendocino County Department of Transportation management and staff become proficient in the operation of the Cost Accounting Management System, (Findings 31- 33)

F35: The clerical staff is centralized but must obtain approval from the Deputy Director of Administration, prior to performing their departmental task. This process impedes efficiency because the department directors cannot assign clerical work to their own employees without the approval of the Deputy Director of Administration.

Recomendaciones relacionadas (7)

R7: the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49)

R8: the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49)

R9: the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49)

R10: the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R13: the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41)

R33: 7. the Mendocino County Department of Transportation, in order to minimize staff turnover and potential legal liability, secure the use and oversight of Human Resource staff to improve compliance with Mendocino County Policies and Procedures regarding the management of personnel. (Findings 34-49) 8. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, take an active role in resolving employee discontent within the Mendocino County Department of Transportation, (Findings 34-49) 9. the Mendocino County Board of Supervisors, in conjunction with the Chief Executive Officer, initiate an independent internal review of the operations at the Mendocino County Department of Transportation, (Findings 34-49) 10. the Mendocino County Department of Transportation clerical employees embedded in other MCDoT divisions report directly to the Deputy Director of his/her assigned division, rather than through the Deputy Director of Administration, (Findings 34-36, 38) 11. the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5 12. the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49) 13. the Mendocino County Department of Transportation Deputy Directors be allowed to exercise authority over their department without interference from the Deputy Director of Administration, (Findings 34-41) 14. the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49) 15. the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48) 16. the Mendocino County Department of Transportation staff prepare the Road Report, (Finding 50)

F36: Management is performing routine clerical support tasks and errands that are typically performed by subordinates.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

F37: Division stakeholders are not allowed timely input, resulting in inefficiency and mistakes; key players do not agree on departmental priorities.

Recomendaciones relacionadas (6)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

F38: There is staff confusion regarding departmental responsibilities and authority.

Recomendaciones relacionadas (6)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

F39: The routine shifting of priorities within MCDoT is unnecessary and leads to inefficiency.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R15: the Mendocino County Auditor-Controller, Chief Executive Officer, General Services Agency, and Human Resource Department, foster a professional and healthy relationship between each department and with the Mendocino County Department of Transportation, (Findings 20,34, 39-40, 46, 48)

F40: There is pervasive job discontent, leading to high turnover and loss of critical institutional knowledge.

Recomendaciones relacionadas (9)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F41: There is low staff morale within MCDoT due to management style.

Recomendaciones relacionadas (8)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F42: Since 2006, more than 70 employees have left, transferred, or retired from MCDoT.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F43: There are a number of current employees at MCDoT that are considering retiring, transferring, or seeking a new job outside MCDoT because of management practices.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F44: Individual employee complaints are handled within MCDoT and not addressed by County Human Resources.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F45: Annual Employee Performance Evaluation Reports are not completed or forwarded to County Human Resources in a timely manner.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F46: Management is practicing favoritism in hiring, personnel evaluations, and training.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F47: Grievances have been filed against management.

Recomendaciones relacionadas (7)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

R14: the Mendocino County Human Resources Department develop a statistical report documenting employee complaints and their resolution, (Findings 40-47, 49)

F48: Senior management at MCDoT was required to attend and did attend communication classes to improve communication skills between management and subordinates.

Recomendaciones relacionadas (6)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

F49: The BOS has not adopted an anti-bullying policy, which would help alleviate low staff morale and productivity due to inappropriate or illegal management actions.

Recomendaciones relacionadas (6)

R11: the Mendocino County Department of Transportation management direct their employees to Human Resources whenever an employee complaint arises, (Findings 34-49) 5

R12: the Mendocino County Human Resources Department take a direct role in resolving any MCDoT employee complaints, (Findings 40-49)

May 19, 2011 — Definitely NOT a Five Star Hotel a Report on the Mendocino County Jail, Courthouse Holding Cells, and Evidence Room May

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Hallazgos y recomendaciones aún no extraídos.

May 05, 2011 — Better Than Some Homes a Report on Mendocino County Juvenile Hall May 5, 2011

3 páginas 25 hallazgos 2 recomendaciones

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Hallazgos & Recomendaciones 25 hallazgos

F1: The total correctional staff consists of 27 allocated positions, seven of which were vacant at the time of the GJ visit. Staff is multi-racial, and four are bilingual.

Recomendaciones relacionadas (1)

R1: State mandated staffing ratios be maintained at all times, (Findings 1-2, 4)

F2: The seven vacant full time Correctional Counselor positions are being covered by nine extra-help, part-time employees. 1

Recomendaciones relacionadas (1)

R1: State mandated staffing ratios be maintained at all times, (Findings 1-2, 4)

F3: The maximum capacity of the facility is 43, but is considered full with 40 youth. On November 18, 2010, there were 23 youth incarcerated; 18 males and five females. Between January and October 2010, the average daily population was 29 youth.

F4: Adequate staffing is mandated by the State at a ratio of one Correctional Counselor for 10 juveniles for the day and swing shift. Graveyard shift is one Supervisor Correctional Counselor for 30 juveniles. One male and one female Correctional Counselor must be on the premises at all times.

F5: Title 15 mandates all youth respond to a medical and mental screening health questionnaire and receive a physical examination, including a tuberculosis test, within 96 hours of admission.

F6: All youth are given an orientation on acceptable behavior and the parameters of the Step Program. The Step Program rewards good behavior with extra privileges.

F7: The facility is divided into three units: Unit A for females, Unit B for males, and Unit C for older or violent wards and those charged with serious crimes.

F8: Unit C is fully self-contained; it is a high security area with its own classroom, showers, exercise room, and dining area.

F9: Males and females in Units A and B attend school and eat at the same time, seated at separate tables in the dining room.

F10: Video observation and security are maintained for doors and common areas at all times; at night, individual cells are visually checked every 15 minutes or more often if needed.

F11: The average length of stay is 15 days; the reimbursable cost at $20 per day with a maximum of $800 per stay is billed to the parents on a sliding scale, and collected through the courts.

F12: The maximum sentence at MCJH is one year; the stay can be longer for an un- sentenced youth.

F13: When a youth is charged as an adult, he/she is entitled to bail and will be housed at the Juvenile Hall until court proceedings are finalized or until the age of 18.

F14: The majority of youth has substance abuse issues. Frequently, they are repeat offenders.

Recomendaciones relacionadas (1)

R2: Mental Health Services and substance abuse counseling resources be provided on a full time basis to incarcerated youth to reduce recidivism. (Findings 14-17)

F15: Approximately 30% of the youth have behavioral problems and require 75% of staff time. There is zero tolerance for anything gang related.

Recomendaciones relacionadas (1)

R2: Mental Health Services and substance abuse counseling resources be provided on a full time basis to incarcerated youth to reduce recidivism. (Findings 14-17)

F16: The recidivism rate for new crimes, not probation violations, ranges from 10% to 15%.

Recomendaciones relacionadas (1)

R2: Mental Health Services and substance abuse counseling resources be provided on a full time basis to incarcerated youth to reduce recidivism. (Findings 14-17)

F17: Mendocino County Probation Department (MCPD) works closely with MCJH, developing a plan, which includes parents, to reduce the recidivism rate among incarcerated youth.

Recomendaciones relacionadas (1)

R2: Mental Health Services and substance abuse counseling resources be provided on a full time basis to incarcerated youth to reduce recidivism. (Findings 14-17)

F18: The Mendocino County Office of Education provides full time teachers and a Special Education Resource Aide for MCJH, as per Title 15. Year round school is mandatory and youth can obtain a G.E.D., a high school diploma, and earn college credits.

F19: Title 15 requires a minimal recreation allowance of three hours on school days and five hours on non-school days. Recreation can be either indoors or outdoors and is offered equally to both genders.

F20: A Physician or Physician’s Assistant is available on call 24/7. Medical costs may be reimbursed by Medi-Cal or private insurance. Mental Health Services are provided by Mendocino County Youth Project. 2

F21: The kitchen was found to be clean and sanitary. A Dietician prepares a rotating six week menu, and special diets are available. New diet guidelines have reduced the amount of table salt, sugar, and calories. Homemade bread is provided by Mendocino County Jail; all meals are prepared on site.

F22: Food costs are supplemented by Federal and State Free and Reduced Meal Programs, seven days a week.

F23: MCJH has a garden area in the spring and summer; vegetables are harvested to be used for their meals.

F24: Visitation is on Saturdays, from 2:00 to 4:00 p.m., meeting Title 15 requirements.

F25: Media reports that California may close Juvenile State facilities.

April 30, 2011 — Masters of Fixing Disasters a Report on Parlin Fork and Chamberlain Creek Conservation Camps April 30, 2011

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No vinculadas a hallazgos específicos.

R3: CAL FIRE and California Department of Corrections and Rehabilitation (CDCR) continue to operate the camps in the same efficient manner, and perform services within the community. (All Findings)

April 20, 2011 — A Pot Paradox or Bud Bingo? a Report on Medical Marijuana Dispensaries in Mendocino County

24 páginas 11 hallazgos 14 recomendaciones

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Hallazgos & Recomendaciones 11 hallazgos

F1: Mendocino County has not adopted any ordinance concerning Medical Marijuana Dispensary regulation, or whether or not dispensaries are collectives.

Recomendaciones relacionadas (1)

R1: the BOS adopt a Medical Marijuana Dispensing ordinance, (All Findings)

F2: Other city and county jurisdictions in California have enacted marijuana dispensary ordinances that govern the location, size, and number under either planning or zoning ordinances, or by action of their Board of Supervisors.

Recomendaciones relacionadas (1)

R2: the BOS consider a 60-day grace period for existing Medical Marijuana Dispensaries to be in compliance with an adopted ordinance, (All Findings)

F3: The Treasurer-Tax Collector is unable to accurately state how many MMJDs or Collective business licenses have been issued.

Recomendaciones relacionadas (2)

R3: the adopted ordinance address mobile dispensaries, (All Findings)

R14: the Treasurer-Tax Collector develop a system to accurately track the number and type of MMJ Dispensary business licenses issued, (Finding 3)

F4: A proposed ordinance named Ordinance adding Chapter 9.32 of Title 9 of the Mendocino County Code Entitled Medical Marijuana Dispensing Collective Regulation by County Counsel was introduced to a committee of the Mendocino County Board of Supervisors (BOS) in October 2009, (Appendix A).

Recomendaciones relacionadas (1)

R4: the adopted ordinance address public and neighborhood safety/surveillance, (All

F5: A BOS committee instructed County Counsel to cease work on the ordinance, and the draft was never considered for action by the BOS. 1

Recomendaciones relacionadas (1)

R5: the adopted ordinance address the production and sale of related food-based MMJ products and paraphernalia, (All Findings)

F6: An undetermined number of MMJDs have been established within the county boundaries.

Recomendaciones relacionadas (1)

R6: the adopted ordinance address the issues surrounding onsite production of MMJ and its associated food products and paraphernalia, (All Findings)

F7: Two dispensaries have recently been established in Mendocino Township. These dispensaries are located within 1000 feet of areas frequented by school-aged children in the town.

Recomendaciones relacionadas (1)

R7: the adopted ordinance address the establishment of fees and penalties that cover the actual cost of regulation and enforcement, (All Findings)

F8: The Sheriff publicly stated that 30% of his staff's time is devoted to marijuana issues.

Recomendaciones relacionadas (1)

R8: the adopted ordinance address patient/caregiver relationships, (All Findings) 2

F9: Effective March 1, 2010, San Jose city residents voted for Measure U, City Ordinance 4.66, in favor of a special marijuana 7% business (gross receipt) tax.

Recomendaciones relacionadas (1)

R9: the adopted ordinance address MMJ transportation issues within the county, (All

F10: After the passage of Proposition 26 in November 2010, a super-majority of the voters in Mendocino County would have to support a gross receipt tax on MMJDs to be enacted in Mendocino County.

Recomendaciones relacionadas (1)

R10: the adopted ordinance include a definition of a mature female MMJ plant, (All

F11: Due to the lack of a MMJD ordinance: • any number of dispensaries can be established anywhere in the county with merely the acquisition of a business license, • there is no enforcement/abatement actions of existing public nuisance codes under Mendocino County Ordinance 9.31 against establishing or operating MMJD, • the needs of neighbors and communities to be protected from public safety impacts of MMJDs is not met, • there are no grounds for denial by the county, of a MMJD except the limitations imposed by the business license process.

Recomendaciones relacionadas (1)

R11: the adopted ordinance include a minimum age limit for anyone entering a MMJ Dispensary, (All Findings)

Recomendaciones adicionales 2

No vinculadas a hallazgos específicos.

R12: the BOS pass a moratorium suspending the establishment and operation of new MMJDs in Mendocino County, which would expire upon adoption of an ordinance, (All Findings)

R13: the BOS define a MMJD, and whether or not it should be a collective, (All Findings)

March 31, 2011 — Doing the Best We Can, with What We Got a Report on the Willits Police Department March 31, 2011

4 páginas 27 hallazgos 4 recomendaciones

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Hallazgos & Recomendaciones 27 hallazgos

F1: At the time of the GJ visit, the WPD staff consisted of one Chief of Police, four Sergeants, and seven Officers. There is one Reserve Officer, one Community Service Officer, four full time and one part-time Dispatchers who also maintain records. One officer is qualified to be on the SWAT (Special Weapon and Tactic) team when needed; one Officer position is vacant.

Recomendaciones relacionadas (2)

R1: City of Willits provide funding for the vacant officer position. (Findings 1, 5, 8-9)

R2: Willits City Council approve the hiring of a retired officer for a part time position to augment the current police force. (Findings 1, 5, 8-9)

F2: WPD dispatchers are receiving more cellular 911 calls each year due to the accessibility of cell phones.

F3: WPD currently does not contribute an officer to the Task Force.

F4: The WPD does not have a K-9 Unit, due to budget constraints. The K-9 unit was discontinued in 1996.

F5: At the time of the GJ visit, no officers had been hired in the last sixteen months.

F6: Two officers are bi-lingual. RosettaStone software is available to help officers become bilingual.

F7: Officers work 12 hour shifts, four days per week, resulting in overtime.

F8: The Chief of Police is required to do routine patrol when multiple incidents occur simultaneously, even though off duty.

Recomendaciones relacionadas (2)

R1: City of Willits provide funding for the vacant officer position. (Findings 1, 5, 8-9)

R2: Willits City Council approve the hiring of a retired officer for a part time position to augment the current police force. (Findings 1, 5, 8-9)

F9: Current applicants for officer positions must be experienced, since officers in field training are not allowed to work without supervision. Patrol cars are currently staffed by one officer.

Recomendaciones relacionadas (2)

R1: City of Willits provide funding for the vacant officer position. (Findings 1, 5, 8-9)

R2: Willits City Council approve the hiring of a retired officer for a part time position to augment the current police force. (Findings 1, 5, 8-9)

F10: Individuals detained under Penal Code §5150 (danger to themselves or others) are taken to the local hospital. The officer remains with the detainee at the hospital until a mental health worker arrives and determines the status of the detainee.

F11: Gang activity exists in Willits; gangs are multi-racial.

F12: Persons who commit minor offenses may be cited and released. Others, who commit more serious offenses, are taken into custody and transported to Mendocino County Jail.

F13: An officer is required to remain in the building when a prisoner is held in one of the four holding cells.

F14: To save time and cost, prisoners are taken directly to Mendocino County Jail for booking.

F15: Transporting prisoners to the Mendocino County Jail is costly, often requiring overtime, affecting WPD staffing.

F16: Since the closure of the Willits branch of the Mendocino County Superior Court, Officers must travel to Ukiah or Fort Bragg to testify, leaving WPD short staffed.

F17: Officer testimony can create overtime cost. There is a minimum of three hours pay when an off duty officer is called to testify.

F18: At the time of the GJ visit no complaints have been filed against WPD.

F19: The shooting range for the City of Willits’ is located the watershed property and is used for gun training. Lead-free frangible ammunition is used for training. Lead ammunition is only fired into the bullet-trap. Lead-free bullets are used for pop-up target training or off-trap training.

F20: The sign, directing the public to the WPD facility, is missing and currently stored at the Willits Department of Public Works.

Recomendaciones relacionadas (1)

R3: City of Willits Public Works Department re-install the sign identifying the location of the WPD, (Finding 20)

F21: General Services maintains WPD’s emergency generator.

Recomendaciones relacionadas (1)

R4: General Services consult an outside engineer to determine if the leaking roof has caused structural damage, including mold; and to recommend a solution. (Findings 21, 27)

F22: The WPD uses County IT and shares information with the Sheriff’s Office using the Report Management System program.

F23: The WPD current budget includes additional funding of $100,000 from the State COPS (Citizens Options for Police Services) Grant. The goals of the grant are: • bring Willits Justice Center temporary holding facility into compliance with State laws, rules and regulations, • to relieve field operation officer of the booking, processing, and transporting of arrestees, • learn the evidence functions of the Willits Police Department, • ensure a safe and humane environment for arrestees, as well as for officers and the general public, • continue parking enforcement and administration program.

F24: Asset forfeiture (AF) funds may be used to support anti-gang and training programs, equipment, and officer overtime expenses.

F25: Law Enforcement Administrators Association (LEAA) funds are a portion of AF distribution used for the sole purpose of funding programs to combat drug use, anti- gang programs, and for educator/parent/community organizations, and local businesses to involve their interest in the programs.

F26: The WPD disbursed $33,200 of LEAA funds between March 2010 and August 2010 to local middle and high schools for youth, sports, and after school programs with primary emphasis on drug and gang prevention. Also, receiving funds were Youth Based Emergency Services Summer Camp (YES Camp), Alcohol and Other Drug Programs (AODP) and Gang Resistance is Paramount (GRIP).

F27: WPD is located in a County owned building. The roof has leaked every year since 1988 when the building was first occupied. Repeated repairs by General Services have not been successful. Leaks are known to cause structural damage and mold.

March 22, 2011 — Walk the Talk a Report on Search Warrants and Officer Conduct March 22, 2011

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March 16, 2011 — Please Help Me a Report on Mendocino County Victim Witness Program March 16, 2011

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March 15, 2011 — Are We Having Fun Yet?

7 páginas 34 hallazgos 8 recomendaciones

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Hallazgos & Recomendaciones 34 hallazgos

F1: Several departments in Mendocino County are involved in issuing permits and collecting fees. The principal departments responsible are: Mendocino County Treasurer-Tax Collector, Planning and Building Services, Environmental Health Division, and Mendocino County Sheriff’s Office.

F2: Any organized festival or event in Mendocino County requires a permit.

F3: MCSO staff could not recall that any citation has ever been issued for a festival or event that was held without a permit.

Recomendaciones relacionadas (2)

R1: Mendocino County Planning and Building Services continue to enforce County Codes, (Finding 3)

R8: Mendocino County Planning and Building Services require a Code Enforcement Officer to cite organizers of non-permitted events. (Finding 3)

F4: Each department has different permit requirements, depending on the location, type of event, and the number of people attending.

Recomendaciones relacionadas (1)

R2: departments involved in issuing permits establish uniformity in their permit process and requirements, (Finding 4)

F5: Functions on private property - such as weddings, and non-profits who serve only their own members and guests but not the general public, are exempt from the permitting process.

F6: Conditions contained within a permit may include: food handling/safety facility use sanitation (port-a-potties, waste disposal) security/fire prevention/electrical traffic control alcohol 7. The departments involved in issuing Outdoor Festival Permits calculate the cost of the fees differently. Some use hourly rates, others divide the total work by the cost of employees’ time and/or charge for the prorated use of equipment and inspections.

F8: California Proposition 218, approved by voters in November 1996, state ”…the amount of the fee may not exceed the cost of the government to provide the service.” 2 Findings - Mendocino County Treasurer-Tax Collector 9. Veterans and non-profit organizations, under Mendocino County Code, Title 6, Chapter 6.16, Section 6.16.080, are exempt from Outdoor Festival Permit fees with proper documentation. Veterans must provide a copy of Form DD-214 with the application; non-profit organizations must provide their Federal Tax ID Number and Articles of Incorporation with the application.

F10: The MCTTC issues an Outdoor Festival License intended to protect the health and safety of the public. The current fee schedule for Outdoor Festival License issued by the MCTTC has remained the same for the last 30 years.

Recomendaciones relacionadas (1)

R3: Mendocino County Board of Supervisors revisit Resolution 80-406 and County Code 6.16, to resolve the conflict found in the Outdoor Festivals fee schedule, (Findings 10, 12-13)

F11: The MCTTC issues six to seven Outdoor Festival Licenses each year; however, most applicants are non-profit and the MCTTC receives no fee for the service provided.

F12: Mendocino County Code, Title 6, Chapter 6.16, Section 6.16.10, establishes the Outdoor Festival License for events of 1000 or more persons attending festivals, with or without the payment of admission charges. Resolution 80-4061, passed by the Board of Supervisors in 1980, establishes fee for service including for less than 1000 people based on actual cost of providing specific County services.

Recomendaciones relacionadas (1)

R3: Mendocino County Board of Supervisors revisit Resolution 80-406 and County Code 6.16, to resolve the conflict found in the Outdoor Festivals fee schedule, (Findings 10, 12-13)

F13: The MCTTC fee schedule for Outdoor Festival License is based on daily attendance: 0-499 people $ 50 500-749 people $ 75 750-999 people $ 100 1000 or more people $150 14. Fairgrounds operated by the State of California, County of Mendocino, or other public entities are exempt from fees.

Recomendaciones relacionadas (1)

R3: Mendocino County Board of Supervisors revisit Resolution 80-406 and County Code 6.16, to resolve the conflict found in the Outdoor Festivals fee schedule, (Findings 10, 12-13)

F15: The application for an Outdoor Festival License shall be filed with the MCTTC no later than three weeks prior to the event, and shall be accompanied by a non- refundable fee. Applications must be accompanied by either a Use Permit or Administrative Permit from P&BS, if applicable.

F16: Property zoned General Commercial (C2), requires no permit from P&BS; organizers may be required to pay a license fee to the MCTTC. Findings - Planning and Building Services 17. A temporary Use Permit is required for a circus, carnival, concert, religious assembly, or other forms of entertainment with a temporary structure, and may be permitted in any location except for residential areas zoned R1 and R2. See attached Appendix A 3 18. Permits issued to festival organizers by the Mendocino County Planning and Building Services use the following criteria: • if the crowd is under 100 persons, no permits are required, • if the crowd is over 100 persons, but less than 1000, an Administrative Permit may be required, • if the crowd is 1000 or more persons, a Minor Use Permit is required.

F19: An Administrative Permit fee can be up to $1500; the fee for Use Permits can be up to $4000. Fees may be higher within the coastal zone. Fees are not waived for non-profits or veteran organizations, unless a waiver is granted by the Board of Supervisors.

F20: A Use Permit requires a different application and process than a standard Building Permit and must be approved by the Board of Supervisors, the Planning Commission, or the Zoning Administrator.

F21: A permit is required at a public gathering if an admission fee is charged.

F22: Mendocino County does not require that a festival organizer submit Proof of Insurance for commercial general liability.

Recomendaciones relacionadas (1)

R4: Mendocino County Planning and Building Services require Proof of Insurance for a temporary Use or Administrative Permit, (Finding 22)

F23: Planning and Building Services reported three Outdoor Festival Use Permits and six Administrative Permits were issued between 2007 and 2010. Temporary permits are not electronically recorded.

Recomendaciones relacionadas (1)

R5: Mendocino County Planning and Building Services record all temporary permits electronically, (Finding 23)

F24: Outdoor Festival Event Permit applications for annual events may require less time to process; however, the fee charged remains the same.

Recomendaciones relacionadas (1)

R7: Mendocino County Planning and Building Services permits for annual events, requiring less time to process, be billed at reduced cost, (Finding 24)

F25: Due to budget constraints, Mendocino County has one Code Enforcement Officer stationed on the coast, responsible for several duties, including compliance of Outdoor Festival Permits within the County. Findings - Environmental Health Division 26. Environmental Health Division (EHD) issues permits for community events. The organizer of a festival is required to obtain a Community Event Permit. The fee for less than 15 food vendors is $158; for 15 or more food vendors is $303.

F27: All vendors who sell food to the general public at special events or festivals require a permit, issued by EHD.

F28: Each vendor must pay for their own individual permit. Non-hazardous foods (i.e. potato chips) permits are $47, and for potentially hazardous foods (meat, beans, dairy) permits are $64, if the application is filed within 5 days prior to the event. If the application and fee are received less than 5 business days prior to the event, the fee for non-hazardous foods is $84; for potentially hazardous food is $113.

F29: The permits issued by EHD may have requirements for sanitation facilities based on the number of persons expected to attend.

F30: The EHD requires fees to be submitted with the original application and cannot 4 accept faxes or photocopies. Temporary food vendors must apply at least five days prior to the event or be assessed a late fee.

F31: Permits must be clearly posted at each food vendor station.

F32: Food Handlers Certificates for temporary food vendors are not required.

F33: When the food inspector discovers a vendor without a permit, or operating with an expired permit, the vendor must pay for the permit on site, including a late fee. If the vendor refuses to pay, the inspector has the authority to require the vendor to leave the event.

F34: Veterans and non-profits with proper documentation are exempt from fees, but are not exempt from a penalty fee for late submittal of their application.

F35: The number of street corner produce vendors has increased in the last few years and are often found to be operating without a permit.

F36: EHD maintains electronic records of the number of permits issued each year for permanent food facilities, including groceries, restaurants, and delicatessens. In 2010, the number of annual permits invoiced was 714. EHD has no readily available information on the number of festival permits issued. Findings - Security and Fire Prevention 37. The Mendocino County Sheriff’s Office (MCSO) may provide law enforcement services for private events. If the deputy is assigned during regular scheduled time, the event coordinator is charged the actual cost. If the deputy is assigned to the event during his day off, then reimbursement is at over-time rate. According to MCSO staff, this arrangement does not compromise public safety.

Recomendaciones relacionadas (1)

R6: Mendocino County Environmental Health Division record all temporary permits electronically, (Finding 36)

F38: The MCSO does not allow deputies to provide private security services.

F39: For events where liquor is sold, the MCSO reviews the Alcohol Beverage Control (ABC) applications and checks the applicant’s background for Temporary Liquor Sales.

F40: MCSO was charging $176 to process the ABC application for alcohol sales. Veterans and non-profit organizations are not exempt from this fee. At the time of the GJ review, the fee schedule is being revised and has not been implemented.

F41: If a citizen requests, a fire department may provide committed stand-by service at special events for a fee.

March 14, 2011 — Fort Bragg Police Department a Report on the Ft. Bragg Police Department

2 páginas 19 hallazgos 2 recomendaciones

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Hallazgos & Recomendaciones 19 hallazgos

F1: Present staff consists of one Chief of Police, one Captain, three Sergeants, and 16 Officers. There are also two Community Service Officers, two Service Technicians, and one Administrative Assistant.

F2: On February 10, 2010, there was a 10% reduction in staff resulting in the elimination of one officer position, one Community Service Officer and one Technician. This leaves staff at the 1990 level.

F3: Officers are scheduled to work three twelve hour shifts one week, and four twelve hour shifts the next week.

F4: FBPD has one canine unit, and is exploring options for obtaining another canine, which would be specialized in drug recognition.

Recomendaciones relacionadas (1)

R2: the FBPD obtain a second K-9 Unit. (Finding 4)

F5: Software was created by Mendocino County Information Technical Services (IT) for FBPD to identify dismissed or adjudicated cases using data from the MCDAO.

F6: Since the software became available, the evidence room is able to purge unneeded evidence and clear the backlog.

F7: A court order is required to release or dispose of evidence that is considered contraband, such as drugs and guns, or other evidence obtained with a search warrant. 1

F8: The FBPD evidence room uses a bar code system to identify evidence, and continues to be current in its disposition of evidence.

F9: The FBPD evidence room also serves as storage for the defendant’s personal property or lost and found items.

F10: The FBPD evidence room now has two blood-drying cabinets, which diminish the chance of cross-contamination of any evidence.

F11: Dispatch services continue to be provided by Ukiah Police Department (UPD), thereby increasing available statistical information.

F12: The most frequent issues that FBPD deals with are vandalism, transients, and the homeless. Gang activity is limited.

F13: FBPD has a booking area available to other law enforcement agencies, such as the California Highway Patrol or California Fish and Game, for a $50 fee per occurrence.

F14: Persons, who are arrested and booked, are transported to Mendocino County Jail in Ukiah; others may be cited and released. Transporting prisoners to Ukiah leaves FBPD short staffed.

Recomendaciones relacionadas (1)

R1: the FBPD hire retired officers on a part-time basis to transport prisoners to the Mendocino County Jail. (Findings 14, 16)

F15: Misdemeanor cases are handled at the 10-Mile Branch Superior Court in Fort Bragg. Felony cases are handled at the Mendocino County Superior Court in Ukiah.

F16: When the MCDAO subpoenas one or more officers to testify, the officers must travel to Ukiah and are required to allot a minimum of four hours, leaving the FBPD short staffed. Cases can be pleaded or dismissed while the officer(s) is in transit.

F17: If an officer is in transit between Fort Bragg and Ukiah on Highway 20, there is limited communication by cell phone or radio.

F18: FBPD has two police bicycles used to patrol the community and for special events.

F19: Officers are encouraged to participate in activities and community service.

February 19, 2011 — Ricochet Bullets - No Problem! Public Safety Apparently Not a Concern to City or County

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Hallazgos & Recomendaciones 26 hallazgos

F1: The UGC leases 96.82 acres of property owned by the City located outside city limits in Mendocino County.

F2: The Sherriff’s Office, functioning as an agent of the County, is operating under the Agreement with the UGC, which expired on July 7, 2005.

Recomendaciones relacionadas (2)

R5: the City designate a department to oversee and enforce provisions of the lease, (Findings 2, 25-26)

R6: the City or the County Planning Commissions ensure all buildings modified or built after 1982 be inspected for compliance, (Findings 2, 14-16, 26)

F3: The Ukiah Police Department (UPD) does not have an Agreement with UGC.

F4: The County and the City each disclaim responsibility as to who has planning/zoning jurisdiction over the property leased from the City and located outside the City limits.

Recomendaciones relacionadas (1)

R1: the City and County resolve the disagreement over planning/zoning jurisdiction, (Finding 4)

F5: When the City purchased the 96.82 acre property in 1993, for $650,000; “the appraised value was $800,000 to $1,200,0001”.

F6: The assessed value for the 96.82 acres, which the UGC leases from the City, is $40,000.

F7: The UGC rent to the City is $5,000 annually plus 2% per year.

F8: The lease between the UGC and the City terminates in 2044.

F9: The UGC pays $739.06 in property taxes annually to the County per the lease agreement with the City.

F10: Only members and guests are allowed to use the facilities of the UGC.

F11: Mendocino County Sheriff’s Office (MCSO) deputies are signed in as guests and pay $5 each per day.

F12: Training for UPD officers is conducted at a Windsor police training facility and Chamberlain Creek Conservation Camp.

F13: UPD Range Masters train new recruits at the UGC. The Range Masters’ membership is paid by the City.

F14: The UGC has one 1200-gallon septic system that serves one mobile home and the clubhouse. There are two port-a-potties on the property.

Recomendaciones relacionadas (2)

R6: the City or the County Planning Commissions ensure all buildings modified or built after 1982 be inspected for compliance, (Findings 2, 14-16, 26)

R8: the County Planning and Building Department perform all required inspections of septic systems. (Findings 14-15)

F15: There are two restrooms and a kitchen at the clubhouse.

Recomendaciones relacionadas (3)

R6: the City or the County Planning Commissions ensure all buildings modified or built after 1982 be inspected for compliance, (Findings 2, 14-16, 26)

R7: the Environmental Health Department inspect the kitchen premises for health code compliance, (Finding 15)

R8: the County Planning and Building Department perform all required inspections of septic systems. (Findings 14-15)

F16: The Ukiah Valley Sanitation District staff stated there is no sewer hook up.

Recomendaciones relacionadas (1)

R6: the City or the County Planning Commissions ensure all buildings modified or built after 1982 be inspected for compliance, (Findings 2, 14-16, 26)

F17: In 1993, the UGC requested the County to issue a Use Permit for an archery range.

F18: In March 1994, the County issued Use Permit 27-93 to the Ukiah Archers for a range on the UGC property. The permit was withdrawn on October 17, 1994 at Ukiah Archer’s request.

F19: Metal targets and metal-framed targets are used at the ranges.

Recomendaciones relacionadas (3)

R2: the BOS enact an ordinance barring use of metal targets and metal framed targets, (Findings 19-21)

R3: the BOS enact an ordinance requiring use of bullets, other than metal jacketed rounds for target practice, (Findings 19-21)

R4: the BOS enact an ordinance requiring erection of hay bales or sand berms behind targets to alleviate possibility of ricochets, (Findings 19-21)

F20: The ammunition rounds impact a rock-ridden hillside.

Recomendaciones relacionadas (3)

R2: the BOS enact an ordinance barring use of metal targets and metal framed targets, (Findings 19-21)

R3: the BOS enact an ordinance requiring use of bullets, other than metal jacketed rounds for target practice, (Findings 19-21)

R4: the BOS enact an ordinance requiring erection of hay bales or sand berms behind targets to alleviate possibility of ricochets, (Findings 19-21)

F21: Ricochets have been reported and a gunshot wound from a ricochet bullet has been documented in the press.

Recomendaciones relacionadas (3)

R2: the BOS enact an ordinance barring use of metal targets and metal framed targets, (Findings 19-21)

R3: the BOS enact an ordinance requiring use of bullets, other than metal jacketed rounds for target practice, (Findings 19-21)

R4: the BOS enact an ordinance requiring erection of hay bales or sand berms behind targets to alleviate possibility of ricochets, (Findings 19-21)

F22: A UGC internal newsletter verified that a ricochet problem exists.

F23: Vichy Springs Road is one way in and one way out.

F24: In 1982, the UGC was grandfathered in with non-conforming use. Minutes of the City Council – December 15, 1993 2

F25: The lease states that, “The lessee (UGC) shall not, without the lessor’s (the City) prior consent, make any alterations, improvements, additions, changes or modification to, on, in, or upon the leased premises.”

Recomendaciones relacionadas (1)

R5: the City designate a department to oversee and enforce provisions of the lease, (Findings 2, 25-26)

F26: The October 2010 UGC newsletter addressed the construction of a new pistol range, a second pistol range, and re-terracing the shotgun range. All three would be violations of the lease.

Recomendaciones relacionadas (1)

R5: the City designate a department to oversee and enforce provisions of the lease, (Findings 2, 25-26)

February 08, 2011 — Are We Talking Yet? a Report on Miscommunication between County Departments

4 páginas 25 hallazgos 6 recomendaciones

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Hallazgos & Recomendaciones 25 hallazgos

F1: The Assessor’s office is responsible for assessing property in Mendocino County for real estate tax purposes.

F2: The Assessor’s office has eight employees working on the inspection of properties for the purpose of establishing value for assessment.

Recomendaciones relacionadas (1)

R4: the Assessor’s office, Planning and Building Services and Sheriff’s Office establish written procedures for deputies to accompany county employees on potentially dangerous inspections of property in the County. (Findings 2,5,13,16)

F3: The caseload for the appraisers is approximately 120 cases each at any given time. A total of approximately 800 to 1000 cases are resolved each year.

F4: Planning and Building Services is responsible for issuing and insuring compliance with required permits for construction of all buildings, property improvements and septic systems in the County.

F5: Planning and Building Services has six employees inspecting structures and improvements to comply with permit requirements. 1

F6: There are in excess of 1200 backlogged nuisance abatement cases in Planning and Building Services.

Recomendaciones relacionadas (1)

R5: Planning and Building Services clear all backlogged nuisance abatement cases. (Finding 6)

F7: Currently the Assessor’s office, Planning and Building Services and County Counsel meet on a regular basis to review Williamson Act contract renewals. Williamson Act contracts involve reductions to assessed tax due to agricultural use.

F8: All of the land that is privately owned in Mendocino County is assessed and on the tax rolls.

F9: The tax rolls are public information and available for public inspection during work hours when the Assessor’s office is open.

F10: There is no written procedure that provides for the notification of Planning and Building Services when a structure is found by the Assessor’s office or Sheriff’s Office that is not on the tax rolls.

Recomendaciones relacionadas (3)

R1: the Assessor’s office notify Planning and Building Services upon the assessment of a newly appraised building. (Findings 10-12)

R2: the Assessor’s office, Planning and Building Services and Sheriff’s Office meet on a regular basis, not less than quarterly, to discuss problems and concerns about unpermitted and unassessed properties. (Findings 10-20)

R3: the Assessor’s office, Planning and Building Services and Sheriff’s Office coordinate and establish written procedures to easily exchange information regarding unpermitted and unassessed properties. (Findings 10-20)

F11: There is no written procedure calling for the Assessor’s office to notify Planning and Building Services when a new structure is appraised.

Recomendaciones relacionadas (3)

R1: the Assessor’s office notify Planning and Building Services upon the assessment of a newly appraised building. (Findings 10-12)

F12: The Assessor’s office does not inform Planning and Building Services when a new structure is assessed.

Recomendaciones relacionadas (3)

R1: the Assessor’s office notify Planning and Building Services upon the assessment of a newly appraised building. (Findings 10-12)

F13: The Assessor’s office does not inform the Sheriff’s Office when a new property is appraised. The Grand Jury was informed that this is to protect the safety of the Assessor employees.

Recomendaciones relacionadas (2)

F14: According to the Assessor, there are laws that prohibit directly informing other departments of County government when a new structure is appraised and added to the tax rolls.

Recomendaciones relacionadas (2)

F15: According to County Counsel, Revenue and Taxation Code §408.3 states that a “property characteristics information form” is subject to disclosure. The Assessor prepares a form that matches this description. This is the information that Planning and Building Services needs. A property characteristic form includes at least the following items: • year of construction of improvements, • square footage, • number of bedrooms, • number of dwellings.

Recomendaciones relacionadas (2)

F16: Planning and Building Services, the Assessor’s office, and the Sheriff’s Office do not meet to coordinate actions regarding newly found structures.

Recomendaciones relacionadas (2)

F17: Planning and Building Services must review assessed tax rolls on a regular basis to find newly assessed structures in order to determine if any required permits were not obtained.

Recomendaciones relacionadas (2)

F18: Planning and Building Services informs the Assessor’s office when an issued permit is inspected and the structure is determined as completed.

Recomendaciones relacionadas (2)

F19: The Sheriff’s Office purchased software licenses to be able to research the Assessor’s tax rolls in order to determine if a property being investigated is on the tax rolls.

Recomendaciones relacionadas (2)

F20: There is no written procedure for notification of the Assessor’s office when the Sheriff’s Office finds a structure that is not shown on the tax rolls. All contact is 2 left to the discretion of the Sheriff’s Deputies. The contact consists of a phone call and potentially a visit with the appraiser to the suspect property.

Recomendaciones relacionadas (2)

F21: There is a publically available complaint form that can be filed with Planning and Building Services. The Sheriff’s Office can use this form when an apparently unpermitted structure is found.

F22: Planning and Building Services provided an amnesty program for building permits that waived the investigative penalty fee, where the owners self-reported their failure to obtain the required permits. This amnesty program expired on December 31, 2010.

F23: As of January 1, 2011, new state mandated rules for buildings became effective. These rules will increase the cost of building a structure in California and will require additional inspections.

Recomendaciones relacionadas (1)

R6: the Board of Supervisors designate Planning and Building Services’ code enforcement operations as an Enterprise department and increase staffing, realizing increased staffing will be offset by increased revenues from the code enforcement process. (Findings 23-25) 3

F24: Planning and Building Services is not considered an enterprise department.

Recomendaciones relacionadas (1)

F25: Planning and Building Services could generate enough in fees from code enforcement for that operation to become an enterprise department if staffing was increased.

Recomendaciones relacionadas (1)

January 25, 2011 — Won’t You Please Adopt One of Us?

5 páginas 2 recomendaciones

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Responses to Grand Jury Reports Summary of PC 933.05 Penal Code § 933.05 provides for only two (2) acceptable responses

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Additional documents

Documents found alongside this year's reports — not grand jury reports or responses.

Draft 10/19/09 Ordinance No. _________ Ordinance Adding Chapter 9.32 of Title 9 of the Mendocino20 pp.