Mendocino County Grand Jury
2019-2020
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Findings & Recommendations
3 findings
F1:
Inmates can find a sense of pride and accomplishment carrying out basic camp functions whether it be involvement in the design, construction, and finishing of redwood cabinets, doors, tables, and signage for the State of California and the State Parks system, or performing maintenance on buildings and grounds for contracting agencies.
F2:
The camp is jointly managed by CDCR and CAL FIRE, and efficiently provides valuable services to Cities, Special Districts, nonprofits, and County Departments within Mendocino County, at a cost savings. These services may not otherwise be available to districts and agencies in Mendocino County.
F3:
The inmates’ community service experience, along with the educational opportunities offered through Lassen college and the Mendocino County bookmobile, help to reduce recidivism in the CDCR. Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. REQUESTED RESPONSES CDCR Commander, Parlin Fork Conservation Camp (All Findings) CAL FIRE Division Chief, Parlin Fork Conservation Camp (All Findings) 3
Findings & Recommendations
7 findings
F1:
SDs are part of the County’s method of providing necessary services to the residents
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F2:
Over the past few years, TP difference between projected revenue and actual revenue collected has been increasing.
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F3:
The County is responsible for 100% payment to SDs of the projected revenue despite collected taxes. 4
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F4:
The County’s fiscal responsibility for the TP account could impact law enforcement, labor and County services.
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F5:
An Investment Review Committee (aka Debt Committee) was established to provide direction on the impact of the TP on the County budget. TP performance was found to be normal and required no specific oversight at this time.
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F6:
The GJ found no current strategic plan to protect County residential services, such as public works, health and human services, law enforcement, should a recession occur.
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
F7:
In the event of a decrease in income from property assessed taxes, the SD obligation of 100% could create a deficit in the County budget.
Related Recommendations (3)
R1:
the County provide management/oversight of the TP account, (F1-F7)
R2:
the BOS terminate from the TP, SDs which no longer contribute their full amount in taxes to the County, (CRTC §4702.7) (F1-F7)
R3:
the BOS considers discontinuing the TP for Mendocino County. Discontinuation requires only a BOS Resolution; CRTC allows the BOS by resolution to opt out of the TP in any fiscal year. (F1-F7)
Findings & Recommendations
7 findings
F1:
School safety is a high priority for MCOE and the school districts.
Related Recommendations (3)
R1:
the BOS work with the County Sheriff’s Department to develop a plan inclusive of law enforcement agencies (city, county, state) to place an officer in a locale where the average campus incident response time should be no greater than five minutes, (F1 – F2, F4 – F5)
R2:
the MCOE work with the BOS to develop a strategic plan for the most expeditious response time to any school site incident, (F1– F5)
R5:
school districts be encouraged to provide staff and IT to monitor student and staffs’ online communications, (F1, F6)
F2:
Standard operating procedures for emergency services personnel is an “All Hands-on Deck” response.
Related Recommendations (3)
R1:
the BOS work with the County Sheriff’s Department to develop a plan inclusive of law enforcement agencies (city, county, state) to place an officer in a locale where the average campus incident response time should be no greater than five minutes, (F1 – F2, F4 – F5)
R2:
the MCOE work with the BOS to develop a strategic plan for the most expeditious response time to any school site incident, (F1– F5)
R3:
ongoing lines of communication among MCOE, school districts and first responders be maintained, (F2 – F4)
F3:
Links of communication and resources are shared between MCOE and the districts.
Related Recommendations (2)
R2:
the MCOE work with the BOS to develop a strategic plan for the most expeditious response time to any school site incident, (F1– F5)
R3:
ongoing lines of communication among MCOE, school districts and first responders be maintained, (F2 – F4)
F4:
Due to the County’s geographic challenges, including cities and remote rural areas, there is no optimum incident response time by emergency services personnel. According to a 2013 FBI study, almost 70% of gun related active assailant events, last just five minutes. A third of those last fewer than two minutes.
Related Recommendations (3)
R1:
the BOS work with the County Sheriff’s Department to develop a plan inclusive of law enforcement agencies (city, county, state) to place an officer in a locale where the average campus incident response time should be no greater than five minutes, (F1 – F2, F4 – F5)
R2:
the MCOE work with the BOS to develop a strategic plan for the most expeditious response time to any school site incident, (F1– F5)
R3:
ongoing lines of communication among MCOE, school districts and first responders be maintained, (F2 – F4)
F5:
Response time to an incident of five minutes or more is not acceptable. According to a 2013 FBI study, almost 70% of gun related active assailant events, last just five minutes. A third of those last fewer than two minutes. 4
Related Recommendations (2)
R1:
the BOS work with the County Sheriff’s Department to develop a plan inclusive of law enforcement agencies (city, county, state) to place an officer in a locale where the average campus incident response time should be no greater than five minutes, (F1 – F2, F4 – F5)
R2:
the MCOE work with the BOS to develop a strategic plan for the most expeditious response time to any school site incident, (F1– F5)
F6:
According to superintendents interviewed, the Average Daily Attendance (ADA) has been and is negatively impacted by mental health pressures on students.
Related Recommendations (2)
R4:
the MCOE consider providing support for enhanced crisis intervention for mental health counselors to be available to school districts at a reasonable ratio of one counselor per 500 students. This action would address the need for post incident counseling and pro-active intervention with student issues, (F6)
R5:
school districts be encouraged to provide staff and IT to monitor student and staffs’ online communications, (F1, F6)
F7:
The MCOE does not track the County school districts’ compliance with the Education Code directive.
Related Recommendations (1)
R6:
the MCOE annually maintain a master copy and track the submittal of school safety plans to ensure compliance with the California Education Code. (F7)
Findings & Recommendations
10 findings
F1:
County leadership has not published a strategic plan for the maintenance, upgrade, and replacement of the system. This has allowed the ECS microwave equipment to continue at end of life with an increasing number of outages,
Related Recommendations (2)
R1:
the BOS commit funding for Phase 2 and Phase 3 of the Public Safety Microwave Replacement Project and replacement of the sheriff’s dispatch console. (F1, F5, F10)
R3:
“the BOS direct staff to develop a long range plan for board review and adoption to ensure maximum emergency communication coverage by public and private entities with the goal of offsetting costs of ongoing maintenance and upgrades”. The 2019-2020 GJ found no long-range plan was developed and no cost sharing plan through co- location chargebacks was pursued. Reference GJ reports: Can You Hear Me Now? 2007 and Out With the Old and In With the New 2009.
F2:
With an increasing ECS failure rate, as shown in the graph on , every emergency the County faces puts first responders at even greater risk.
F3:
There is substantial building degradation at the remote sites (vaults), and deferring the needed site upgrades puts any new ECS equipment in jeopardy.
F4:
The lives of Mendocino County residents depend on the integrity of the remote microwave-radio buildings. By de-prioritizing these buildings, the County is not well positioned to protect the Life, Health, Safety, and Welfare of its residents through the ECS.
F5:
The current BOS faces a planning scenario similar to the 2007 and 2009 BOS, including impending risks to funding due to the current economic situation. Tabling funding for the new microwave system and infrastructure upgrades a second time will impact Mendocino County residents’ safety.
Related Recommendations (1)
R1:
the BOS commit funding for Phase 2 and Phase 3 of the Public Safety Microwave Replacement Project and replacement of the sheriff’s dispatch console. (F1, F5, F10)
F6:
By not actively pursuing chargebacks for co-location from participating entities at remote microwave sites, the County is losing a potential revenue stream to augment funding for the new system.
Related Recommendations (1)
R6:
the County pursue co-location chargebacks for revenue as recommended in the 2009 Grand Jury report ‘Out With The Old And In With The New’. (F6) 7
F7:
By not using the work order system consistently to track maintenance and repairs, there is no supporting documentation for accurate forecasting and budgeting. 6
F8:
The separate tracking and reporting systems used by Facilities and IS do not interface. This inhibits communication between the two departments and severely limits a coordinated effort to maintain remote sites and associated ECS microwave equipment.
Related Recommendations (1)
R4:
as part of Phase 2 of the ECS replacement, the Wiki and work order systems be replaced with a single, index-based system used by both departments which would create efficiency in tracking projects and work orders. (F8)
F9:
The lack of cross training within IS and little formal documentation of maintenance procedures put the ECS at risk by leaving the department without a sufficient number of qualified technicians to manage the County’s investment.
Related Recommendations (1)
R5:
IS develop maintenance procedures for the ECS equipment and documented maintenance schedules. This would support efficiencies in equipment repair and maintenance and facilitate training of new technicians. (F9)
F10:
While the GJ found budgeted line items for Phase 2, Phase 3, and the sheriff’s console relocation and replacement, in the IT Master Plan it found no evidence of committed funding by the BOS. This leaves all residents and first responders vulnerable.
Related Recommendations (1)
R1:
the BOS commit funding for Phase 2 and Phase 3 of the Public Safety Microwave Replacement Project and replacement of the sheriff’s dispatch console. (F1, F5, F10)
Additional Recommendations
1
Not linked to specific findings.
R2:
“the BOS appoint an individual or committee to establish procedures to receive suggestions regarding upgrades to the system, to evaluate any new or expanded uses and to initiate planning and budgeting for such improvement that are found to have merit”. The 2019-2020 GJ found no official record of meetings of any such committee in the past eight years.
Findings & Recommendations
22 findings
F1:
The Mendocino County Civil Grand Jury finds that:
No matter what efficiencies are put in place, the most effective measure by far is addressing low staffing issues. Low staffing leads to late reports, late filings, and extended time in the system that indisputably causes trauma and harms children. 9
Related Recommendations (1)
R1:
FCS work with Human Resources to address and increase staffing. (To be completed by October 2024) F1
F2:
The Mendocino County Civil Grand Jury finds that:
FCS employees demonstrate a genuine passion for the work of improving the lives of children. Short-staffing, missed deadlines and excessive overtime means they are unable to provide the quality of services desired. Consequently, staff suffers from moral injuries and burnout.
Related Recommendations (1)
R2:
FCS management provide increased and ongoing therapy for staff desiring it. (To be completed by October 2024) F2
F3:
The Mendocino County Civil Grand Jury finds that:
24% of children in foster care in Mendocino County are Native children. Since communication and attention to Native children and tribal issues is crucial, increasing attendance and participation in the established Round Tables could be productive.
Related Recommendations (1)
R3:
Since 24% of children in foster care are Native American, further attention be given by FCS to improve relations and communication with ICWA representatives. Involvement in established Round Tables needs to increase in order to assure adequate attention to Native children. (To be completed by October 2024) F3
F4:
The Mendocino County Civil Grand Jury finds that:
Out-of-county placement of dependent children negatively impacts the availability of social workers to perform work for children placed in-County because of the additional travel time needed to complete mandated visits.
Related Recommendations (1)
R4:
Rather than sending Mendocino County social workers to make routine monthly visits to foster children in other states and counties, Mendocino County should explore arrangements for visits by 11 the Social Services agencies where Mendocino County foster children are placed. (To be completed by October 2024) F4
F5:
The Mendocino County Civil Grand Jury finds that:
When a social worker is absent or the position is unfilled, there is no regular provision to fill the open position. This consistently contributes to a backlog of court reports to be filed with the court.
Related Recommendations (1)
R5:
FCS management find ways to provide coverage for absent Social Workers to alleviate heavy caseloads for other staff members. (To be completed by October 2024) F5
F6:
The Mendocino County Civil Grand Jury finds that:
Usually there are no consequences for or incentives to prevent FCS from filing late court reports.
Related Recommendations (1)
R6:
FCS management develop incentives for staff members’ timely reports. (To be completed by October 2024) F6
F7:
The Mendocino County Civil Grand Jury finds that:
FCS regularly fails to meet the legally mandated timelines for the filing of court reports. This results in some court proceedings having to be continued, to the detriment of children, families, and the court.
Related Recommendations (1)
R7:
FCS management and social workers develop a strategic plan that will eliminate late court reports. (To be completed by October 2024) F7, F8
F8:
The Mendocino County Civil Grand Jury finds that:
When FCS fails to meet legally mandated timelines for the filing of court reports they are not providing the children and families with due process, possibly creating a civil rights violation liability for Mendocino County.
Related Recommendations (1)
R8:
FCS expand their attractive and informative Face Book advertising to other websites, including Mendocino County’s, for all job openings. (To be completed by October 2024) F14
F9:
The Mendocino County Civil Grand Jury finds that:
The System Improvement Plan has been out of date since 2021, contributing to a lack of accountability.
Related Recommendations (1)
R9:
FCS management be required to encourage immediate approval of a new SIP plan that addresses FCS staffing issues. (To be completed by October 2024) F9
F10:
The Mendocino County Civil Grand Jury finds that:
Mendocino County does not have a QA department in FCS to provide quality services and correct systems that can lead to problems.
Related Recommendations (1)
R10:
Mendocino County implement a QA department in FCS. (To be completed by May 2025)
F11:
The Mendocino County Civil Grand Jury finds that:
Reducing overtime requires filling open staff positions and increasing salaries to boost morale and reduce burnout.
Related Recommendations (1)
R11:
FCS immediately fill vacant staff positions. (To be completed by October 2024) F11
F12:
The Mendocino County Civil Grand Jury finds that:
It is difficult to decipher the FCS budget. Lack of specific line items causes lack of transparency and understanding of how the money is used.
Related Recommendations (1)
R12:
Prior to the beginning of Fiscal Year 2025-26, the County budget provide more transparency concerning decoding and identifying line items and specifics of distribution and allocation of funds for FCS. (To be completed by January 2025) F12
F13:
The Mendocino County Civil Grand Jury finds that:
Based on funding from the State of California and Mendocino County to FCS, it appears that the County could increase staff positions and/or salaries in FCS, thus boosting morale and reducing burnout.
Related Recommendations (1)
R13:
Mendocino County use monies in the FCS budget for staffing, reducing overtime and salary adjustments. (To be completed by January 2025) F13
F14:
The Mendocino County Civil Grand Jury finds that:
Mendocino County Human Resources continues to struggle with recruiting new workers for FCS. 10
Related Recommendations (1)
R14:
FCS work with County Human Resources to streamline the hiring process so it takes no more than two months between a candidate’s application and a decision by the County. (To be completed by October 2024) F15, F16
F15:
The Mendocino County Civil Grand Jury finds that:
Applications for new county employees within FCS can take up to six months to process, resulting in some interested and capable workers choosing to abandon the process and seek employment elsewhere. Advertised positions consistently have a short deadline for application.
Related Recommendations (1)
R15:
Advertised positions should not have an application deadline. (To be completed by October 2024) F15
F16:
The Mendocino County Civil Grand Jury finds that:
Contributing to short-staffing, there is lack of a pool of applicants who have expressed interest in positions.
Related Recommendations (1)
R16:
There be a permanent open application process to create a pool of qualified people for all FCS Vocational Assistants, Social Services Assistants, Social Worker, and Social Worker Supervisor positions (To be completed by October 2024) F14, F15, F16
F17:
The Mendocino County Civil Grand Jury finds that:
Understaffing at FCS leads to high caseloads and low worker morale, frequently contributing to high worker turnover and a lack of experienced workers.
Related Recommendations (1)
R17:
FCS address understaffing which leads to high caseloads and low worker morale, frequently contributing to high worker turnover, a toxic culture and lack of experienced workers. (To be completed by October 2024) F15, F16, F17 12
F18:
The Mendocino County Civil Grand Jury finds that:
The current four-day workweek and Friday office closure within Mendocino County FCS are detrimental to public access to services.
Related Recommendations (1)
R18:
Mendocino County and FCS explore ways to keep the FCS offices open 5 days a week while allowing employees to maintain their four-day/ten-hour shifts by implementing staggered schedules. (To be completed by January 2025) F18
F19:
The Mendocino County Civil Grand Jury finds that:
Social Worker Assistants regularly do field work rather than the Social Worker, who uses that time to complete mandated reports.
Related Recommendations (1)
R19:
Increase staffing, including the three unfilled Vocational Assistant positions, to alleviate the problem of using Social Workers and Social Worker Assistants for transportation of children. (To be completed by October 2024) F16, F19, F20
F20:
The Mendocino County Civil Grand Jury finds that:
Vocational Assistant positions could be used for transportation duty, but positions are unfilled.
Related Recommendations (1)
R20:
The Office of the Ombudsman be expanded to include services for children, allowing for immediate advocacy prior to approaching FCS. (To be completed by May 2025) F21
F21:
The Mendocino County Civil Grand Jury finds that:
Currently, Mendocino County’s Office of the Ombudsman does not offer services to provide immediate advocacy for children prior to approaching FCS but offers only Aging and Adult Services.
Related Recommendations (1)
R21:
FCS use all possible means to reference the California DSS Ombudsperson for information and assistance. (To be completed by October 2024) F21
F22:
The Mendocino County Civil Grand Jury finds that:
There is an underutilized state-wide computer system, CWS/CMS, developed to help social workers.
Related Recommendations (1)
R22:
FCS management provide training for the use of the California state-wide computer system, CWS/CMS case management system, and assure the system is used to its fullest advantage. (To be completed by October 2024) F22
Additional Recommendations
1
Not linked to specific findings.
R23:
The Mendocino County Board of Supervisors create a committee whose sole mission is to independently and accurately evaluate the status of timely court filings by FCS. They will report their findings quarterly to the Board of Supervisors. (To be completed by October 2024) F7, F9,
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Findings & Recommendations
3 findings
F1:
The 2018-2019 Mendocino County Civil Grand Jury issued 24 recommendations requiring responses from 4 different County agencies or governing boards.
Related Recommendations (1)
R1:
Future Mendocino County Civil Grand Juries continue to issue annual continuity reports. RESPONSES No responses are required or requested. This is a public report on the procedures of the GJ in the interest of transparency. The GJ procedures manual is being reviewed and revised. This will enable subsequent grand juries to hold responding parties accountable for the minimum legal requirements of California Penal Code §933 and §933.05. Pg. 9 -2020
F2:
Mendocino County Civil Grand Juries have not issued continuity reports in the past 10 years.
F3:
Accountability for respondents to meet the requirements of California Penal Code §933 and §933.05 has not been tracked by the Mendocino County Civil Grand Juries.