Napa County Grand Jury

2002-2003

4 reports

Findings & Recommendations 4 findings
F1: The Grand Jury commends HHS for making the Compliance Officer ultimately responsible for any failures. It appears that Medicare reimbursements reflect a small percent of total reimbursements received from the federal government.
Related Recommendations (1)
R1: The Grand Jury recommends that Napa County do a fiscal analysis to determine if the financial return on Medicare billing outweighs the costs involved in processing claims for reimbursement. Given the costs of Compliance Department staff and ongoing training costs it may be advisable to absorb the Medicare costs at the end of the five-year term of the Agreement.
F2: There is a substantial group of individuals eligible for food stamps that do not currently take advantage of these services.
Related Recommendations (1)
R2: HHS should give serious consideration to outsourcing its billing to a private provider whose expertise is in proper billing procedures for Medi-Cal/Medicare. Response Requested From
F3: The Vice President for Instructional Affairs informed the Grand Jury NVC has one diversity training program for its staff. The Grand Jury does not feel that it is capable of determining how many training programs are needed for the staff of NVC. Summary The President and the Vice President of Financial Affairs stated that they were aware of many items of repair and maintenance needing attention. The issues of repair and maintenance at NVC led to the passage of Measure N. The money allocated by this bond can only be used for clearly defined purposes. All expenditures will be reviewed and approved by a citizen oversight committee and a separate budget will be maintained. State law mandates that 80% of NVC's budget be applied to teachers' salaries, leaving only 20% to cover all other operating expenses. NVC applies to the State for matching funds whenever applicable. ,911 students enrolled in NVUSD. NVUSD employs 980 full-time and part-time certified staff (teachers, counselors, nurses, librarians, etc.) and 660 full and part-time classified staff (clerical, food service, bus drivers, instructional assistants, maintenance, grounds, etc). An elected, seven-member Board of Trustees governs the District. The Committee of the 2002-2003 Grand Jury interviewed the following: Superintendent of Napa County Office of Education Napa Valley Unified Superintendent of Schools Assistant Superintendent, Human Resources/ Equal Employer Resource (EER), NVUSD Director of Personnel, NVUSD Coordinator of the Bilingual Office of Education, NVUSD Director of Nuestra Esperanza Principal of Vintage High School Principal of New Technology High School (NTHS) Principal of Napa High School (NHS) Head Counselor, NHS Assistant Vice Principal, NHS Bilingual Counselor, NHS Librarian, NHS Registrar, NHS Attendance Secretary, NHS Activities Director, NHS Þ Coordinator of Title I, NHS Migrant Education Secondary School Advisor Teachers Grand Jury members attended a Napa Valley Unified School Board Meeting and toured New Technology High School (NTHS). II California High School Exit Examination (CAHSEE) In 1999, the state legislature mandated the establishment of the California High School Exit Examination (CAHSEE). The state legislature indicated its intent to set higher standards for high school graduation "in order to significantly improve pupil achievement in high school and to ensure that pupils who graduate from high school can demonstrate grade level competency in reading, writing, and mathematics." The CAHSEE was developed from the recommendations of the High School Exit Examination Standards Panel, whose members were appointed by the State Superintendent of Public Instruction. The examination is aligned to the SBE- approved content standards in English-language arts for the ninth and tenth grades (including reading and writing), the content standards in mathematics for sixth and seventh grades (covering number sense, algebra and functions; measurement and geometry; statistics, data analysis, and probability; and mathematical reasoning) and the standards for Algebra 1. Students will have to meet district graduation requirements as well. In 2004 no student will receive a high school diploma without having passed the CAHSEE and having met district graduation requirements as well. If the student does not pass, the school district must provide additional assistance. Those who do not pass the CAHSEE will be given a High School Certificate of Completion, but not a diploma. The Napa County Office of Education (NCOE) offers Saturday classes at no charge, given at various high schools, to help students with the appropriate subject matters to help prepare students for the CAHSEE. The NVUSD also offers course work in Math and English CAHSEE preparation. Students with special needs are allowed to take the test with accommodations or modifications as specified in their Individualized Education Program (IEP) or Section 504 Plan. A special needs student who takes the test using a modification such as a calculator will receive an invalid test score. A student who passes the test using a modification must request a waiver from a local school board to receive a diploma. The school board reviews the student's class work and decides whether to grant the waiver. Summary The Grand Jury found that NVUSD high schools offer classes to prepare students to pass the CAHSEE. III Hispanic Integration NVUSD works within the parameters of the following laws: The No Child Left Behind Act of 2001 - The act contains four basic education reform principles: stronger accountability for results, increased flexibility and local control, expanded options for parents, and an emphasis on teaching methods that have been proven to work. Notices and information must be provided or made available to parents in a "uniform format and, when practicable, in a language the parent can understand". California Education Code Sections 300-340 (1998) - English Language Education for Immigrant Children Requires districts to provide a Structured English Immersion Program that is ٠ "overwhelmingly" in English. Mandates districts to establish a process and guidelines under which ٠ requirements of the law may be "waived annually with the prior written informed consent of parents or guardians." Requires school districts to continue to provide additional and appropriate ٠ educational services to English Learners in kindergarten through grade 12 for the purposes of overcoming language barriers until the students have: "(a) demonstrated English language proficiency comparable to that of the school district's average native English language speakers, and (b) recouped any academic deficits which may have been incurred in other areas of the core curriculum as a result of language barriers." Individuals with Disabilities Education Act (reauthorized 1997) - IDEA guarantees all language-minority students referred for possible placement in special education the right to non-biased assessment procedures in the student's primary language and to an educational program developed to meet each student's specific needs. Equal Educational Opportunities Act of 1974 - "No state shall deny equal educational opportunity to an individual on account of his or her race, color, sex, or national origin, by... the failure of an educational agency to take appropriate action to overcome language barriers that impede equal participation by students in its instructional programs." The Civil Rights Act of 1964 - "No person in the United States shall, on the ground of race, color, or national origin... be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance " The Grand Jury reviewed some NVUSD programs involving Hispanic students. At the time of this writing, the Office of Bilingual Education reported that 4,518 students in NVUSD are English Language Learners. Enrollment at NHS is 2,297 including 938 Hispanic students. There are 632 students who qualify as English Language Learners. How are the needs of the newly arrived students met at NHS? Parents complete a Home Language Survey when students are registered. There are four language-based questions on the registration form. They are as follows: 1. Which language did your child learn when she/he first began to talk? 2. What language does your child most frequently use at home? 3. What language do you use most frequently to speak to your son/daughter? 4. Name the languages in the order most often spoken by adults at home. If any of the first three questions are answered, "other than English" the California English Language Development Test is given by a bilingual aide and an assistant principal. These areas are listening and speaking, reading, and writing. If they pass these areas, the students are classified Fluent English Proficient (FEP), if they do not pass any one of these three areas, they are designated English Language Learners. English classes for English Language Learners are provided through the English Department and the Foreign Language Department. All high school students take the California Achievement Test (CAT 6). When a student scores in the bottom 25% in either English or Math on the CAT 6, the school may receive Title I federal funds. At this writing, there are 485 Title I students at NHS. Title I funds were used for some of the following: staff development, teacher support, high interest books for a Summer Book Club Program, and four workshops with students and parents to gain information regarding college, vocational/trade schools, scholarships and the job market. The Office of Migrant Education is a federal agency benefiting the students whose families are involved in agriculture. There are 200 students at NHS in the Portable Assisted Study Sequence (P.A.S.S.) program. The students are encouraged to participate in the Adelante Program, a tutorial program, for six weeks during the summer. How are the teachers being trained to address bilingual students? The Assistant Superintendent of NVUSD reports that most certified staff and teachers at NHS hold a certification in Cross-cultural Language and Academic Development (CLAD). Some teachers also are qualified as Bilingual Cross-cultural Language and Academic Development (BCLAD). Teachers must take 90 hours of a foreign language and pass an exam. The purposes of the CLAD/BCLAD Examinations are to identify candidates for certification who have demonstrated the level of knowledge and skills required to teach English learners effectively. These exams measure each examinee's knowledge and skills in relation to an established standard rather than in relation to those of other examinees. The passing score for each test was established by the Commission on Teacher Credentialing based on the professional judgments and recommendations of California English learner educators. What outreach is available for Hispanic students at NHS? There is outreach to all NHS students: Leadership Class, sports, music, art, drama, and 26 clubs, including the Hispanic Club, Multicultural Dance Club, and Movimiento Estudiantil Chicano Aztlan (MEChA). MEChA is an organization which involves Hispanic students by inviting motivational speakers to the campus, and planning cultural events like the Cinco de Mayo celebration. How does NHS inform Spanish speaking parents? All communications are sent home to NHS parents in both English and Spanish. This year NHS is involved in a "self review" called the Western Association of Schools and Colleges Parent Evaluation Survey. These surveys are in Spanish as well as in English. The new Absence Call System will have a telephone line available for Spanish speaking parents. There is a Spanish interpreter at NVUSD board meetings and headsets are available. The NVUSD Adult School offers free English classes. Classes are held at eight elementary schools both during the day and evening with child care provided. How does NHS address the issue of Hispanic students leaving for Mexico in the winter? NHS sent out a letter written in Spanish dated October 24, 2002, notifying Hispanic parents of a meeting to be held prior to the winter break. The purpose of the meeting was to: 1. Announce that a meeting would be held on November 5 in the Little Theater at NHS. 2. Explain the importance of the CAHSEE. 3. Explain the Short Term Independent Studies Contract (STISC), and explain seniors are required to meet with the Assistant Principal in order to get a STISC. 4. Announce that the final exam schedule would be held on December 18, 19, and 20, 2002, before winter break. 5. Provide phone numbers to call if there are any questions. 6. Explain the NHS website. The Principal and Assistant Vice Principal of NHS met with about 80 Hispanic parents and students. They impressed upon the parents that their child would pay an academic price by taking an extended leave. There were some parents who changed their plans and decided not to go. Eighty-four students were absent longer than the district's winter break. Of that number, 59 students completed a STISC and 25 students did not. Next year, the administrators at NHS are planning to have the same kind of pre-winter break meeting. Summary Indications are there will be a continued increase of Hispanic students in our schools. There appears to be a sincere effort on the part of NVUSD to meet the educational challenges of the changing demographics of the Napa Valley Commendation The Grand Jury commends NHS for the efforts made to meet the needs of English Learners. IV New Technology High School Background: In response to local business concerns NVUSD, Napa Valley College (NVC), Napa County Office of Education (NCOE) and other institutions conceived New Technology High School (NTHS) in 1993 to prepare students for careers in technology-based education. As a secondary benefit, it provides trained staff for community businesses. New Technology High School Mission Statement: To prepare students to excel in an information-based, technologically based, technologically advanced society. NTHS was established in 1996. The first graduating class of 1998 had 93 graduates. Enrollment is voluntary with each student applying in his/her sophomore year, as only ·30 juniors and seniors are allowed to attend. Space is available for 240 students. The campus is located at 920 Yount Street in Napa. Graduating students meet not only NVUSD requirements but also complete the following: Service Learning/Internship • New Media 1 ٠ · Five Computer Applications: Word, Excel, Access, PowerPoint, Keyboarding Four NVC courses (12 units total) • A Web-based/digital portfolio • A Mathematics course in the junior year (higher level than Algebra I) American Studies and Political Studies The NTHS Learning Outcomes state the knowledge and skills necessary for success beyond the high school years. The eight Learning Outcomes are: 1. Technology Literacy Collaboration 2. Citizenship and Ethics Written Communication 3. Critical Thinking 7. Oral Communication Career Preparation 8. Curricular Literacy All NVUSD classes taught at NTHS are college preparatory and the curriculum is tied to state and district standards. All classes are fully integrated, project-based and team-taught. There is one administrator, six credentialed teachers, one credentialed part-time teacher and one teacher with a specialized secondary credential. The support staff includes two clerical people, one counselor, one custodian and one network manager. There are a number of NVC classes taught on campus. The New Technology Foundation provides one internship/job coordinator, one director of curriculum and a part-time special programs coordinator. The NCOE provides the equivalent of 1.2 instructors. NTHS has received the following recognitions: New US Dept of Education Demonstration Site California Dept of Education Tech Prep Development Site California Model of the Digital High School Initiative 21st Century School-to-Career Demonstration Site ٠ Western Association of Schools and Colleges (WASC) Accredited High School - six-year term of accreditation, without review Rotary Computer Training Center is the training site for Cisco Systems and Microsoft NT Designated by the Governor's office as California's first "Cool School" • Recipient of a $4.9 million grant from the Bill & Melinda Gates Foundation - The above information was provided by the NTHS web site, tour book guide for students and visitors, interviews with NTHS administrator, staff and students. Summary and Commendations The Grand Jury commends the NTHS staff for its work with students and the community, for staying current with technological and academic skills, for preparing students for careers after high school and for preparing students for higher education. Absenteeism is not a problem at NTHS. In fact, many students attend classes when ill because they do not want to miss anything. When speaking to students and staff, "we want to be here" is the prevailing attitude. The students and staff appear to have trust and respect for each other. The Grand Jury hopes for continued positive success for this school. , Congress enacted the Workforce Investment Act (WIA), changing the entire structure of TEC. The WIA provides the basic framework for a national workforce preparation and employment system, which is intended to be customer- focused. It is designed to help Americans access the tools they need to manage their careers and help companies find the skilled workers they need to compete more effectively in a global economy. The legislation mandated the creation of One-Stop Centers, modeled after one-stop shopping, which provide a number of resources in one location. That legislation also created local Workforce Investment Boards, whose purpose is to advise, assist and monitor the One-Stop Centers and their compliance with WIA. The focus of the legislation is to assist adults 18 and older, dislocated workers, youth (age 14-21) and disabled workers. Employers are invited to take an active role in designing and implementing training systems for occupations in current local demand. Employer services are also available through this legislation. Until November of 2002, the local TEC reported directly to the County Executive Officer and WIB. TEC has now been added to the group of departments under the overall umbrella of the Department of Health and Human Services (HHS). This change was made to consolidate redundant administrative functions and to provide a more structured administration of services. TEC - THE AGENCY The Training and Employment Center receives approximately 60% of its funding from WIA funds, thereby making WIA programs its primary focus. TEC also receives monies from several grants, generally obtained by an organization called North Bay Employment Connection (NBEC). NBEC is a planning and grant-writing organization that serves Napa, Solano, Sonoma and Marin counties. It was created by the JTPA directors of these four counties several years ago. The money received through these grants allows TEC to provide training services in addition to those available through WIA. WORKFORCE INVESTMENT ACT I WORKFORCE INVESTMENT BOARD Governor Gray Davis established the California Workforce Investment Board as required by the WIA. This Board advises and assists in planning, coordinating and monitoring the provisions of California's statewide workforce programs and services. Each county must create it's own WIB, which is charged with overseeing the development and administration of the one-stop systems and programs. Each is responsible for ensuring individuals seeking to find and retain work or to upgrade their vocational skills are well served. Additionally, employers seeking workers must receive assistance in accessing a local workforce with the skills and abilities necessary to meet their requirements. The Napa County Board of Supervisors appoints the Napa WIB members. The Board consists of 31 members: 16 from the private sector and 15 from the public sector. The public sector includes representatives from labor, education, community-based organizations, economic development and the Board of Supervisors. Five members from the public sector must come from current One-Stop partner agencies. Private sector members include individuals who represent businesses with employment opportunities that are reflective of those generally found in the local community. The Napa WIB hired a new Executive Director effective October 1, 2002. Members are requested to serve at least a two-year term. At the time of this report there are eight vacancies on the Board that should be filled in the next few months. WIB meets once every other month and committees meet in the interim. WIB is currently in a transition mode as a result of hiring a new director and simultaneously transitioning TEC to the supervision and authority of HHS. Consequently many new procedures and guidelines are under design and implementation. New guidelines for the agency directing the One-Stop Center are being established and performance standards and quality delivery systems for the future are being re-evaluated. WIA funds are administered by WIB and distributed by the county through the agency directing the One-Stop Center to subcontractors and training providers. Currently, TEC is the agency directing the One Stop Center. It is possible that another WIA partner agency could be selected by the WIB in the future to direct the One-Stop Center. Realistically, this would only occur if TEC failed to perform its responsibilities according to WIA requirements, was unable to reach performance goals repeatedly or generally mismanaged the program. It should also be noted that while the WIA became law in 1998, actual implementation did not begin until July 1, 2000. II ONE-STOP CENTERS – JOB CONNECTION The Napa One-Stop Center is called Job Connection and is comprised of 14 partner agencies. These include the following on-site partners: Training and Employment Center, Adult Education, Experience Works, California Human Development Corporation, Vocational Services Division, Goodwill Industries and California EDD. Other partner agencies include California Conservation Corps, California Department of Rehabilitation, Community Action of Napa Valley, Napa Valley College, Napa Valley Economic Development Corporation, Napa Valley Housing Authority and Regional Occupational Program. The on-site partners provide staff and supplies at the Job Connection location; all partners provide resources for job seekers and employers, depending upon various criteria as unique as the entities themselves. WIA mandates that One-Stop Centers provide three types of services: Core, Intensive and Training services. Any job seeker in the community may use the free Core services provided at Job Connection. These services include access to computers and the internet for job searches and résumé postings, office supplies, assorted employment resources, staff assistance, meeting rooms, unemployment insurance information and referrals for additional services. Job seekers are issued plastic identification cards (Connect Cards) which enable Job Connection staff to track utilization. In fiscal year 2001 – 2002 data from the cards indicated over two thousand customers received assistance. Clients who are unable to find work through Core services may access further intensive assistance by attending an orientation meeting, and being assigned to an Employment Program Specialist (EPS) who assesses clients' specific needs. In addition to counseling and coaching, an EPS can direct a client to pertinent workshops or refer the individual to specialized programs offered by the various partners in Job Connection. A third level of assistance is through specialized training programs that are limited by available funding. Training is accessible to individuals who meet WIA financial criteria, and who have either no marketable skills or a need to develop or upgrade marketable skills. For example, a person might have skills no longer needed in our community, or the skills might require upgrading to meet market demands in specifically designated fields (generally approved by the state). A list of 2001-2002 training contracts showed a variety of training programs including computer technology, nursing and psychiatric technicians. Companies that require large-scale recruiting (past examples are Wal-Mart and UPS) can interview on-site and list their openings. Employers who participate in on-the-job training contracts receive 50% employee salary reimbursement. Those companies interested in sponsoring an intern through work experience programs provide newly trained job seekers with valuable experience in their field. Interns are paid by the Job Connection rather than by the employer. Perhaps the greatest benefit to employers is the ability to participate in the determination of emerging fields of employment in our community, and assisting the Job Connection in designing appropriate training criteria. This cooperative step allows the Job Connection and its partners to develop skilled workers to meet local demands. III TRAINING SERVICE PROVIDERS Job Connection subcontracts the majority of its training programs to outside vendors. The vendors must meet stringent state criteria to be placed on the Eligible Training Provider List (ETPL). A local Staff Services Analyst (or a Deputy Director Designee) monitors any subcontract that is not covered by the ETPL. A procedure is in place that involves review of the contracts and at least two meetings with the subcontractors to make certain all aspects of the service are in compliance with federal, state, and departmental requirements. Additionally, any client enrolled in a training program is contacted monthly by the EPS. If difficulties with the client and/or training program come to light, corrective action is taken immediately. Former service providers were surveyed to determine their opinion of service and overall experience with the Job Connection. Generally they were favorably impressed with the Center as it related to their experience with on-the-job training and the general interaction with Job Connection staff. In their opinion, the selection of students to be trained by them was appropriate to the type of training. A few providers complained of overdue reimbursements for their services. This issue appeared to have stemmed from changes in the fiscal management of TEC before and subsequent to the transition to HHS. Former procedures are currently under revision and there is a strong commitment by management to resolve all related issues in this fiscal year. The goal is to have all improvements in place for the beginning of the 2003-2004 fiscal year. IV PERFORMANCE EVALUATION Performance standards for the use of WIA funds are specified by both federal and state agencies. Due to differences in fiscal year versus performance year, and the interest in outcomes after clients have exited the program, WIA performance measures evaluate the past. At the time of this report, information for 2001-2002 was still being collected as to how clients were faring after being out of a program for several months (as mandated by the rules governing WIA funds). Results for that performance year would not be available for review for several months. Year-to-year comparisons are challenging at best. Interviews with WIB members found general agreement that the mandated reports were not helpful. In recent months a WIB committee met with county employees and technical support staff to develop some alternative method of reporting of data. These monthly reports are intended to reflect numbers of clients newly enrolled and those currently attending various programs, as well as those exiting and the reason for their exit (return to school, military service, welfare, employment, etc.). Because this is a new report it was not possible to evaluate its benefit at this time. FUNDING WIA total funding allocation for the fiscal period 2002-2003 is approximately 39% lower than the previous year's allocation. WIB estimates funding for the 2003-2004 fiscal period, $625,000, will be reduced by 16.4% to, $522,500. This money includes contributions of all on-site partners, WIA grants, WIA funds and other federal and state resources. Funding allocations are based on unemployment data from 2001, which is no longer an accurate measure of current employment in either California or Napa County. I GRANTS – WIA AND NBEC Funding for grants is somewhat complicated. Job Connection obtains grants from federal and state resources in order to supplement the money received through WIA. This grant money can only be spent on WIA-related projects. TEC applies for additional funds through NBEC in order to provide more training that is specific to the needs of the local community. The training developed with this funding is generally created with local employer assistance and also involves local colleges, adult education and other related organizations. Examples of some of the training programs developed with grant money from both sources are listed below. These programs were developed with 2002-2003 funding. The Nurse Workforce Initiative grant is funded by the state and administered ٠ by NBEC. This grant provides funding in three areas. First, it funds additional instructors at Napa Valley College to upgrade 20 current licensed vocational nurses to registered nurses or psychiatric technicians. Second, it provides a new course to assist unlicensed, but trained, registered nurses to pass the state-licensing exam. Third, it extends the Caregivers Training Initiative "fast track" program that provides the training and development of psychiatric technicians. This training is sponsored by Napa State Hospital and Napa Valley College and enables students to work 20 hours per week at the Hospital and receive 20 hours of education per week at the College. The Knowledge Administrator Training is funded by a state grant and ٠ administered by the WIA. This grant funds a series of self-paced computer training programs targeted at an area of clerical support not currently addressed by other training. At the completion of the program participants receive a certificate. The program takes at least six months to complete and involves rigorous testing. The Inclusion Grant is federally funded by the Department of Labor and the ٠ Office of Disability Employment and is administered through NBEC. The budget for this five-year grant is $990,000.00. The programs using these funds are designed to increase employment options and wages for people with disabilities. The After-School Arts Program is funded by the Governor's discretionary fund and administered by Job Connection. This WIA program provides after-school arts activities for at-risk youth. The Grand Jury wishes to thank all the staff of Job Connection and members of WIB who very graciously spent a great deal of time educating us on the various aspects of this very complex agency. The Grand Jury feels that they are overcoming the vague and complex guidelines of WIA by continually improving and revising the One-Stop Center. PROCEDURES Interview with the former Director of the Training and Employment Center Interview with the Health and Human Services Program Manager II (Vocational Program Coordinator) Interview with the Workforce Investment Board Executive Director Interviews with members of WIB Attendance at WIB meeting ٠ Interviews with One-Stop Center staff Two unannounced site visits One guided tour of One-Stop Center and its on-site partner agencies Survey of job seekers exiting Job Connection Survey of training providers and other service providers Review of Subcontracts Review of Policy and Procedure Manual Review of Fiscal Year Budget Review of Assorted reports regarding WIA, WIB, One-Stop Centers, Job Connection and NBEC
Related Recommendations (1)
R3: While we recognize that not all eligible individuals are interested in these services, or may be willing to seek government assistance, many residents are simply not aware of what is available to them. Consequently, we recommend that a more proactive outreach program be developed which includes American Canyon and upper Napa Valley to Calistoga. Utilizing religious bulletins, market bulletin boards, and other public locations as possible target points would be beneficial. Response Requested From · Director of Health and Human Old Sonoma Road in the City of Napa. It is a secure facility used for detention and placement of male and female offenders under the age of eighteen. The Napa County Probation Department is responsible for its operation in compliance with applicable governmental regulations. The Grand Jury Interviewed:
F4: The Grand Jury was pleasantly surprised to find such valuable resources for the community available at the Job Connection. Attempts should be made to better market these resources to make Napa County residents aware of the benefits available. The focus of this marketing should be: awareness of the self-service Core services, name recognition for Job Connection, use of on-the-job training for employers, and benefits available to companies through the One-Stop Center. Second, there is a great need to extend services to low-income and low-skilled workers throughout the Valley, including the Latino population. A better outreach program needs to be developed to inform these individuals who can truly benefit from WIA programs.
Related Recommendations (1)
R4: Work with local service organizations and small business groups to inform more companies about available services. Develop a relationship with the county's newspapers and other media to obtain coverage about services and special training programs. Publicity should be generated at the beginning of the fiscal year, when sufficient funds are available to serve those responding to that publicity. Religious newsletters and local market bulletin boards may be used to reach the public. Job Connection should access free public service announcements when available. Response Requested From Director of Health and Human Services Workplace Investment -2003 Water Report Table of Contents Page

Findings and recommendations not yet extracted.

Findings & Recommendations 4 findings
F1: The County renewed the independent audit contract with BB&R. Auditor-Controller's Response: We agree that the independent audit contract with BB&R was renewed.
Related Recommendations (1)
R1: While the Grand Jury finds no material fault with the services provided by Bartig, Basler & Ray, the Grand Jury believes that it would be prudent for the county to contract with a different accounting firm to provide its annual independent audit after the current contract with Bartig, Basler & Ray is completed. While such a change may cause the county to pay more for the required auditing services, the Grand Jury believes that such a change is warranted in order to ensure a freshness in the opinion formed by the independent auditor with regards to the county's financial statements and as well, its consideration of the County of Napa's internal control over financial reporting. Auditor-Controller's Response: It has always been the Auditor-Controller's intent to solicit bids for the independent audit at the conclusion of the current contract. With fewer and fewer accounting firms responding to requests for proposals to provide independent audit services to government agencies, and in particular to agencies the size of Napa County, we fully expect to have reduced competition and higher fees for the next contract. However, of utmost importance in the selection of the accounting firm is the reputation and integrity of that firm. In fact, in a 1992 Statement of Position Regarding Mandatory Rotation of Audit Firms of Publicly Held Companies, the AICPA details their reasons for taking the position that mandatory rotation is not necessary or appropriate. The Napa County Auditor-Controller has always included the Napa Grand Jury in the selection process. Therefore, the recommendation to change audit firms will be implemented if warranted after bids are solicited and scrutinized.
F3: The County of Napa Contracts with BB&R to provide independent audit services. Due to the required implementation of GASB-34, the County sought additional outside professional services (accounting services) to assist with the work associated with this endeavor. The County of Napa enlisted the services of BB&R to establish Pro-Forma Financial Statements for the FYE 2001. Response by Auditor-Controller: We disagree with the finding because the services provided were consulting services not accounting services. We define accounting services as performing actual accounting entries into a clients financial system and/or involvement in day-to-day client operations and management decision processes. Consulting services are specifically allowed under the guidelines established by the General Accounting Office (GAO) Chapter Three-Section 26.
Related Recommendations (1)
R3: The Grand Jury believes that undetected potential problems could occur when the accounting firm providing the independent audit is also conducting other accounting or consulting services. This is a basic separation of duties issue, and the above-described situation should not be repeated. In the future, the County of Napa should segregate accounting and independent audit services performed by outside companies. Auditor-Controller's Response: The recommendation will not be implemented because it is not warranted for the following reasons. First of all, BB&R did not perform accounting services, but merely assisted in developing the presentation format required by GASB-34 using prior year data. Secondly, the assistance in the preparation of pro-forma financial statements for a fiscal year already audited, is not a conflict of interest and does not constitute a violation of the basic concept of separation of duties. The purpose of pro-forma statements for FYE 2001, is to have a model to use to guide the Auditor-Controller in preparing the FYE 2002, GASB-34 required statements. The Napa County Auditor-Controller does not use the independent accounting firm performing the audit of the County's financial statements to perform any accounting services, and has no plans to do so in the future.
F4: It is apparent that Trust Fund accounting needs further attention. As of June 30, 2001 total cash and investments in the county treasury per financial statements are $286,540,045. Even small errors or incomplete work by the Auditor-Controller's office may have significant impact upon the accounting of public funds. The Grand Jury notes that the independent auditor did not include any comments on the accounting of Trust Funds in its prior two Management Reports (Year Ended June 30, 2000 and Year Ended June 30, 2001. Auditor-Controller's Response: We disagree with the finding in part. It should be pointed out that the responsibility of receiving, disbursing and reconciling Trust Funds rests with the County Department Heads, not the Auditor-Controller. As a matter of fact, it was the Auditor- Controller's Internal Audit Section that pointed out the need for departments to more closely monitor its trust funds.
Related Recommendations (1)
R4: The Board of Supervisors, County Executive Officer, and the citizens of Napa County should expect that the Trust Funds held by the County of Napa be accounted for in a thorough, timely and accurate manner. Work not done at the close of accounting periods is work done poorly. The Board of Supervisors and County Executive Officer should instruct the independent auditor to review the Trust Fund accounting system, its internal control structure and procedures, and report to the Board of Supervisors those matters which it considers to be material or worthy of consideration. Auditor-Controller's Response The recommendation has been implemented, even during the year under review by the Grand Jury. The Grand Jury entirely overlooked the fact that the Internal Audit Section of the Napa County Auditor's Office completed a review of all departmental trust funds and filed reports with the Board of Supervisors during the fiscal years ended June 30, 2001 and 2002. Those reviews will continue. That audit work is used by the outside auditors when developing the scope of their own audit. Even though the outside auditors may not perform specific audits of trust funds, the sampling of transactions that flow through the accounting system include trust fund transactions and they are tested in the same manner as any general fund transaction. Fire Department – Napa County Auditor-Controller Response Fiscal Year 2001-2002
F7: In last year's NCFD Budget, there was a large surplus of revenue available at the end of the fiscal year. This is money that was not disbursed, but was "rolled over" into this year's budget and is kept in an interest bearing Fire Protection Fund (1080). The amount of money in this fund was $3,278,727 as of 1/31/2002 according to the County Auditor. Auditor-Controller's Response: We disagree with the finding. The dollars identified by the Grand Jury are not "revenues" or "rolled over" funds but the cash balance in the County Treasury for the Fire Protection Fund (1080) at January 31, 2002. The actual fund balance rolls over at the close of each fiscal year and is then available for the budget process for the new year. For Fiscal Year Ending June 30, 2001 the fund balance available was $1,520,968. We are estimating that the fund balance available for June 30, 2002 is $2,083,394.
Related Recommendations (1)
R7: This Grand Jury does not have the resources to examine the reasons for this surplus or to recommend a resolution to the question of excess funding in Fund 1080. The Grand Jury recommends that the Board of Supervisors appoint a team of County staff including an auditor to look into the issue and make recommendations to the Board including changes to the MOU if necessary. Auditor-Controller's Response: The recommendation will be implemented if the Board of Supervisors and County Executive Officer find it necessary. ,
Findings & Recommendations 6 findings
F1: The Measure Y Oversight Committee was designed as a committee without authority. Its Mission Statement admitted that its sole activity was to wait to see if the School District reported itself for violation of state law. The committee was so powerless that members no longer showed up for meetings and were surprised to learn that the committee had not been disbanded.
Related Recommendations (1)
R1: Oversight Committees are recommended for future bond measures. These committees must have more right to participate in bond projects, including the right to be present for interviews with architects/consultants/contractors, the right to review all documents and the prerogative to write their own Interim Report. Oversight Committee members should be appointed by the Napa County Board of Supervisors and/or city councils of schools within the District. The Strict Accountability in Local Schools Construction Bonds Act of 2002 addresses some of the issues of the Grand Jury. An Oversight Committee is now a requirement of any bond that is approved. Ed Code 15278 states that "the governing board of the school district or community college shall establish and appoint members to an independent citizens' oversight committee, pursuant to Section 15282, within 60 days of the date that the governing board enters the election results on its minutes pursuant to Section 15274." Ed Code Section 15278(b) The purpose of the citizens' oversight committee shall be to inform the public concerning the expenditure of bond revenues. The citizens' oversight committee shall actively review and report on the proper expenditure of taxpayers' money for school construction. The citizens' oversight committee shall advise the public as to whether a school district or community college district is in compliance with the requirements of paragraph (3) of subdivision (b) of Section 1 of Article XIIIA of the California Constitution. The Mission Statement of the Measure Y Oversight Committee clearly states and conforms to the District's purpose for promising voters such a committee would participate in bond oversight. The Mission Statement was amended by committee members during the December 4,1996 meeting. Included are excerpts from the minutes of that meeting. MISSION STATEMENT The following mission statement was reviewed: MEASURE Y OVERSIGHT COMMITTEE On Tuesday, June 4, 1996, voters of the Napa Valley Unified School District approved Napa County Measure Y, a $23,100,000 Bond Measure for the purpose of improving student health and safety conditions by repairing and renovating electrical, plumbing, heating and roofing systems, by providing instructional technology infrastructure (cabling, wiring, and conduit) in classrooms, and by providing handicapped accessibility as required by law. In order to provide additional assurance to the voters that the Bond proceeds would only be used for the improvements referenced in the Bond Measure, the NVUSD Board of Education appointed a citizens' committee to oversee these expenditures. MISSION STATEMENT Our responsibility and commitment is to the voters of the Napa Valley Unified School District to provide public accountability and general oversight over the expenditure of $23,100,000 in Bond proceeds in a manner consistent with the declarations and language of Measure Y. In this regard, the Measure Y Oversight Committee will perform the following tasks: Verify expenditure of Bond proceeds to insure such expenditures are consistent with the purpose • of Measure Y. Review all projects, planned and approved, utilizing Bond proceeds to insure such projects are • consistent with the purpose of Measure Y. Provide a quarterly report to the NVUSD Board of Directors on the use and expenditure of Bond • proceeds. Report to the NVUSD Board of Directors any use or expenditure of Bond proceeds determined not • to be consistent with the purpose of Measure Y. Meet quarterly under provisions of the Ralph M. Brown Act (Open Meeting Act) and invite public On a motion from Bill Crain and second from Fred Valenzuela, the following section of the mission statement was removed from the mission statement. Provide a quarterly report to the NVUSD Board of Directors on the use and expenditure of Bond proceeds. On a motion from Bill Crain and second from Jay Hull, the following section of the mission statement was introduced to include in the mission statement, however, failed upon vote of the Committee. Proposed Addition To Draft Mission Statement The committee's actual activities will be limited to informing the public if, at any time, the school district or its employees voluntarily provide us any information which indicates the district has expended funds obtained through the sale of Measure Y Bonds in a manner violating state law that requires such expenditures be limited to capital improvements and repairs to real property. The committee will have no input into the manner in which Measure Y funds are allocated, nor will it have any authority over the selection of projects, specifications, or contractors. We will have no role in determining the necessity for , efficacy of, nor the cost effectiveness of any project undertaken by the school district. On a motion from Jay Hull and second from Bill Crain, the following section of the mission statement was added to the mission statement. Proposed Addition To Draft Mission Statement The committee's actual activities will be limited to informing the public if, at any time, the school district or its employees voluntarily provide us any information which indicates the district has expended funds obtained through the sale of Measure Y Bonds in a manner violating state law that requires such expenditures be limited to capital improvements and repairs to real property. On a motion from Kent Imrie and second from Bill Crain, the following section of the mission statement was removed from the mission statement. Report to the NVUSD Board of Directors any use or expenditure of Bond proceeds determined not to be consistent with the purpose of Measure Y. On a motion from Bill Crain and second from Owen Massey-Todd, the following section of the mission statement was introduced to include, however, failed upon vote of the Committee in the mission statement. We will have no authority to approve or disapprove of any project or expenditure proposed under Measure Y. Discussion regarding the amendments to the mission statement focused the Committee's role and involvement in project approval and review. The uncertainty and flexibility to attend to unforeseen needs were also discussed. Committee members suggested their role was to provide the community with periodic statements as to whether the district was engaging in work consistent with the Measure Y project listing used during the campaign. The final mission statement, as amended, now reads: MISSION STATEMENT Our responsibility and commitment is to the voters of the Napa Valley Unified School District to provide public accountability and general oversight over the expenditure of $23,100,000 in Bond proceeds in a manner consistent with the declarations and language of Measure Y. In this regard, the Measure Y Oversight Committee will perform the following tasks: Verify expenditure of Bond proceeds to insure such expenditures are consistent with the purpose of Measure Y. Review all projects, planned and approved, utilizing Bond proceeds to insure such projects are consistent with the purpose of Measure Y. The committee's actual activities will be limited to informing the public if, at any time, the school district or its employees voluntarily provide us any information which indicates the district has expended funds obtained through the sale of Measure Y Bonds in a manner violating state law that requires such expenditures be limited to capital improvements and repairs to real property. Meet quarterly under provisions of the Ralph M. Brown Act (Open Meeting Act) and invite public participation and comment with respect to any expenditure or project under Measure Y. The Oversight Committee met nineteen times between July 1996 and September 2000. The Committee conducted business sixteen of those times and three times were unable to conduct official business due to lack of quorum. Minutes of each meeting were provided to members. Additionally, the District provided financial facts connected with ongoing work and contracts that were being awarded. Four tours were provided to Committee members to review the on- going work and plans for all work were presented to the Oversight Committee. The Oversight meetings were rotated at times to provide those present an opportunity to see either on going or completed modernization work.
F2: There are numerous violations of health and Safety codes, building codes, the Americans with Disabilities Act, and continued non-compliance with annual Fire and Life Safety Reports.
Related Recommendations (2)
R2a: NVUSD should improve awareness of the condition of the schools. There are existing parent- teacher organizations at each school which should be encouraged to take a more active role in inspecting the school and reporting safety hazards or other substandard conditions to the District. Staff will work with Maintenance and Operations staff to quickly resolve any outstanding issues in the Fire and Life Safety Reports. Educational responsibility has changed since most of the schools were built. There are additional programs such as childcare and increased food service that take their toll on the facilities. It will take the support of school administration and parents to comply with areas of the reports. Parent involvement is always encouraged but often professional judgment must be used to prioritize projects. The District has met with the Fire Marshall and will give him a report on areas we can address immediately. There will be another list of items that will be addressed when the schools reconfigure.
R2b: NVUSD must find ways to provide adequate facilities for all the students. The Board of Trustees should reorder its priorities in apportioning the limited funds it controls to improve the physical plant of the District. Proposition 1a requires that 3% of the budget be set aside to maintain the facilities that received State funds. Napa Valley Unified School District currently spends 4-5% of its budget for that purpose. In a tough budget year, the Board of Education struggles to maintain current instructional programs much less increase funds to facilities. In order to support and enhance the work that has been done in the past six years, we believe it is critical that a bond be passed in November.
F3: Student drop-off areas are dangerous. One principal stated that drop-offs and pick-ups were the scariest parts of the day. These areas are too small and not configured for modern traffic.
Related Recommendations (1)
R3: The drop-off areas must be reconfigured and enlarged. The schools have more than adequate acreage to accomplish this. Our schools were designed and placed on relatively large pieces of land, however, the designers of 40 to 50 years ago placed the school buildings close to the primary frontage of the school land leaving little opportunity to expand off street parking facilities. There are some sites that can and will be improved with minimal impact on the students' play area. Additional funding, however, would be required in order to provide these areas. The District recognizes that the problem is more acute today than it was 20 years ago due in part to the fact that most schools serve beyond their immediate neighborhood. Students often attend schools that are close to the parents work or provide on-site childcare. Many no longer walk to their neighborhood school. This creates more traffic congestion as parents pick up and drop off.
F4: School facilities are too small. Lunchrooms, teachers' meeting rooms and auditoriums are all inadequate for the present student population.
Related Recommendations (1)
R4: See Recommendation 2a In the 1950's and 1960's, when most of our schools were built, the bonds that were passed were to build schools as Napa was growing rapidly. As is the case now, the bonds did not create enough funding for lunchrooms and auditoriums. In addition there is now increased participation in areas such as girls athletics creating a bigger need. In order to provide additional funding it will be necessary to pass a bond.
F5: There seems to be unwarranted delay in responding to and completing work orders from the schools to the District.
Related Recommendations (1)
R5: See Recommendation 4 The District admits that there has been some erosion in the ability to complete all the work orders that have been submitted. This is due in part to the time spent by District staff in supporting the modernization efforts. Areas such as carpentry, electrical, plumbing and general maintenance were the hardest hit. There were 5,388 work orders submitted during the 2001-02 school year, our maintenance staff completed 4,265 of them. The District acknowledges that communication has broken down in some cases and will look into taking advantage of technology to provide a better tracking system. This will allow the school the ability to check the status of the work order. Additionally, staff will be provided training in ways to ensure more efficient communication: as an example, contact will be made by the repair person upon arriving at the school and a review of the Work Order will take place. The repairperson will then contact the school office to share completion of the Work Order and obtain an acknowledgement signature.
F6: The District's maintenance department was not aware of a number of problems found by the Grand Jury during its site visits. When advised of the problems, the Department responded quickly and appropriately. The lack of knowledge of the conditions at some schools or perhaps the lack of concern is indicative of a breakdown in communications.
Related Recommendations (1)
R6: NVUSD should have further staffing and an employee whose primary duty is to conduct frequent school inspections and meet on a regular basis with school principals to inquire about conditions. This employee should also be knowledgeable about lead-based paint in the school buildings and the presence of asbestos. The Maintenance and Operations department is undergoing a restructuring due to staff retirements. It is anticipated that this reorganization will result in increased service to the school sites. There are 31 sites spread over 250 square miles and thousands of square footage to be maintained. We have attempted to compare ourselves with other school districts of similar size to ensure our staffing is adequate. Staffing is reviewed on an annual basis and has been adjusted when there was an appropriate increase in the workload. We hope to be able to establish a Mobile Maintenance Crew to rotate on a regular basis to each school site to take care of small items and prioritize larger projects. The District has between 800 to 900 toilets/urinals and only 2 plumbers to maintain them. The Maintenance Department will focus on improving the communication between the department and school sites. With the use of technology and e-mail, there will be a system developed that will acknowledge the receipt of work orders. Napa Valley Unified School District does currently have staff that is knowledgeable about lead- based paint and asbestos. Since 1989 the District has had in place a program for monitoring asbestos as required by the Asbestos Hazard Emergency Response Act (AHERA). Every three years a contractor is hired to re-inspect the district facilities and update files and make recommendations for remediation. Annually staff that may work in areas with asbestos are provided training by a district employee certified to train employees in the safe management of asbestos.

* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.