Napa County Grand Jury
2004-2005
Additional Recommendations
1
Not linked to specific findings.
R1:
Water districts and municipalities must monitor unaccounted-for water on an 1. annual basis. Water districts and municipalities must follow the methodology and goal for 2. calculating unaccounted-for-waste according to the American Water Works Association. Water districts and municipalities must have in place a system for inspecting, 3. testing, maintenance and replacement of meters. Water districts and municipalities should consider joining the California 4. Urban Water Conservation Council. The council establishes standards and audit procedures. The City of American canyon, the City of Napa, the Napa-Berryessa Resort 5. Improvement District, and the Spanish Flat, Berryessa Pines, and Lake Berryessa Resort Improvement Districts must find, explain, and fix the high, unaccounted-for water loss. Response - Napa Berryessa Resort Improvement District Public Works Director: The Napa Berryessa Resort Improvement District Public Works Director agrees in part with the recommendations. The additional analysis that takes into account the mandatory back-washing operations and unfortunate water main rupture places the District above the acceptable industry standard of 10%. While the District is prepared to implement the above recommendations, it has always been the philosophy of the District to pursue strategies that conserve natural resources and improve operation efficiencies. The above noted recommendations provide common sense suggestions to enhance the conservation of water, in which the District shall endeavor to implement to the best of their ability and within the limited resources available to them. The following are the actions the District will pursue in response to the above noted recommendations. 1. The District currently records the necessary information to perform a water loss calculation; however, the calculation has not been carried out. Beginning immediately, the District shall monitor water loss on a yearly basis and develop long term strategies to help maintain or reduce the percent of water loss each year and provide the information to the governing board on a yearly schedule. 2. The District shall utilize the American Water Works Association's (AWWA) methodology for determining water loss and venture to meet the goals and objectives established by AWWA. 3. The District has a procedure for detecting, testing and repairing/replacing water meters through out the District. The inspection of water meters poses a significant challenge to the District's personnel and financial resources. While meter inspection may capture a portion of the potential water loss, it only accounts for a small percentage of the overall water loss. The District fully understands that every little bit counts; however, the District's main focus for the near future, given their limited resources, shall be pursuing a more efficient filtration process and leak detection and repair. 4. The District shall consider joining the California Urban Water Conservation Council (CUWCC). Currently, the District does not have the resources available to meet the commitments outlined in the Memorandum of Understanding governing the CUWCC. Nonetheless, the water conservation goals of CUWCC are consistent with the management of the District and the district intends to join the CUWCC when it has the necessary resources to meet the commitment established by the CUWCC. 5. The District has historically been and will always be committed to finding and repairing leaks within their distribution system as they appear. Proactively conducting leak detection through a routine maintenance plan is a goal of the District; however, it warrants a priority status below the operational and financial challenges that face the District today. The District is currently in the process of improving their financial stability to secure their future. Part of the Districts long term planning strategies includes an aggressive and proactive maintenance policy that will address such issues as leak detection. The District is currently experiencing issues with leaks on the water main that feeds the community's storage tank, and is the main suspect in the majority of its water loss. The water main is an aging water pipe that travels over steep terrain that makes accessibility a challenge. The District is currently pursuing a grant opportunity that would fund the replacement of the water main resulting in reduced water loss. Once the water main is replaced the District will monitor the water loss over the next year to evaluate whether additional immediate attention is necessary. Conserving natural resources is a primary objective that the District is continually pursuing. The Findings and Recommendations provided in the Grand Jury report certainly outline goals that will assist the District in achieving their conservation objectives and the District will implement them to the best of their ability. The District hopes that this response adequately addresses the Findings and Recommendations of the 2004-2005 Grand Jury Report and respectfully requests the opportunity to provide more information or clarify their position to the Grand Jury if necessary.
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Findings & Recommendations
6 findings
F1:
The system's total storage capacity of 250,000 gallons still does not meet the county's recommended minimum for the subdivision, making the current building moratorium both necessary and prudent to public safety. Response - Board of Supervisors: The Board of Supervisors agrees that the system's total storage capacity of 250,000 gallons still does not meet the County's recommended minimum for the subdivision, making the current building moratorium both necessary and prudent to protect public safety.
Related Recommendations (1)
R1:
Until emergency water storage capacity is increased to at least 300,000 gallons, a moratorium on new development must continue in effect. Response – Board of Supervisors: The "moratorium" at Circle Oaks is entirely self- inflicted. The Board of Supervisors does not have jurisdiction over the provision of water. The Circle Oaks Water District has decided not to upgrade their private water system. As such, when a property owner comes to the County for a building permit, they cannot meet the Uniform Building Code requirements for drinking water (as well as fire protection water). At the direction of LAFCO, the County Fire Marshal has reviewed and made recommendations on the volume of stored water for emergency fire protection in Circle Oaks. Additional recommendations regarding pertinent ordinances will be forthcoming in the next few months. NAPA COUNTY ELECTIONS REPORT
F2:
Napa County Health and Human Services and Child Workers Services do Decuty not have policies, procedures or training regarding the CSSBL. Response - Director, Health & Human Services: HHSA agrees in part with the finding. We agree that HHSA did not have policies and procedures specific to CSSBL, nor had it conducted a comprehensive training of staff in connection with the statute. The only qualification to our complete agreement with this finding arises from the fact that the most sensitive part of HHSA's activities in connection with surrender of a baby under the statute occurs after the baby has been delivered to a reception point and our Child Protective Services (CPS) office has been notified. From the moment of notification, our response is largely conducted in accordance with normal CPS procedures. The agency follows the exacting requirements of state CPS regulations, supplemented by our own policies and procedures, governing the process of taking custody of a baby that has been separated from its parents, ensuring that the baby receives necessary medical attention, and placement of the baby in an appropriate custodial home.
Related Recommendations (1)
R2:
Training, policies and procedures must be developed and implemented for the Napa County Department of Health and Human Services. Response - Director, Health & Human Services: The recommendation has already been partially implemented and will be completely implemented within the next ninety (90) days. In a collaborative effort involving local fire authorities and CPS staff, a "Newborn Safe Surrender Kit" has been developed and distributed to all approved surrender sites. A copy of the materials in the kit is attached to this memorandum. The kit includes the protocol to be followed by fire personnel in the handling of the baby from the time it is surrendered until it is transported to a hospital (in the event the surrender does not occur at a hospital), the state mandated report form that must be completed to formally initiate the Child Protective Services process, an information sheet for the parent(s) delivering the baby, a medical questionnaire they are asked to complete, and confidential identifiers for the baby and parent(s) to facilitate communication by the parent(s) in the event they wish to communicate with CPS regarding the baby after surrendering custody. A multi-agency training was conducted for CPS, fire, and medical personnel early this year. The effectiveness of the kit and training was evidenced when a baby was surrendered under the statute at a fire station in the City of Napa on June 20, 2005. The baby moved smoothly through the surrender process from the front steps of the fire station to the hospital to eventual placement in a foster home pending adoption. HHSA and the Napa County Fire Department have collaboratively determined that it is in the best interests of infants who may be surrendered under the statute to limit non- curriculum. CPS is adding a training module to these activities centering on the CSSBL. The first phase should thus orient the healthcare and social service professionals who are most likely to be interacting with an expectant mother with the CSSBL and the procedure that a new parent would follow to utilize it. Each year, CPS also conducts several dozen community trainings on the child protective services which it provides. These are provided to virtually any organization or group that requests. CPS is incorporating a module on CSSBL in its standard community training. CPS has contacted the Napa County Child Abuse Prevention Council and requested that they include the promotion of CSSBL in its regular activities. Among other things, this has resulted in the distribution of state-promulgated CSSBL awareness materials at various local public events. A copy of a representative handout is attached. HHSA is also incorporating into its policies and procedures the strategies that it will pursue on an ongoing basis to build awareness among local healthcare professionals, community based organizations, HHSA staff, and the general public regarding the CSSBL. 4," County of Napa NEWBORN SAFE SURRENDER KIT CONTENTS Procedures for Accepting a Newborn 1. Coded ankle identification bracelet for newborn (1) 2. 3. Coded wrist identification bracelet for adult (1) Kit for person surrendering newborn in postage paid envelope 4. consisting of: a) newborn medical questionnaire (English), b) newborn medical questionnaire (Spanish), c) coded wrist identification bracelet for person surrendering newborn, d) Fact Sheet (English/Spanish). SURRENDER NOTES Date: _____ Time: _____ Location: Newborn Received By [ Name(s) of Personnel ] Newborn's Gender (circle one) M F Taken to (Name of Hospital) Child Protective Services Contacted (date/time) — NIADA 2014 r × 0 10 NAPA 2814 NAPA 2814 Act of Park 1 NAPA 2814 000000 ( ( ŧ ı D Ę Q € . . Napa County Fire Department Safe Surrender Program
F3:
The Grand Jury finds that Napa County has been well served by the members of the L&A Board. Although they are well motivated in the goal of providing free and fair election results and are competent in performing their duties, the Grand Jury questions the potential for conflict of interest when members also work for the Elections Department. Response - Registrar of Voters: We disagree with this Finding in part. I appreciate the Grand Jury's recognition of the excellent service provided by the Logic and Accuracy Board for many years. However, I disagree that there is a potential for conflict of interest in using persons experienced in elections procedures. California Elections Code §15000 sets forth the ballot tabulation testing requirements: "No later than seven days prior to any election conducted pursuant to this code, the elections official shall conduct a test or series of tests to ensure that every device used to tabulate ballots accurately records each vote. The exact methods employed in this test shall conform to the voting procedures for the specific voting systems, as adopted by the Secretary of State." The Elections Official is charged with the responsibility for conducting testing and therefore there is no conflict of interest in using personnel associated with the Elections Department. We conducted a survey of all 58 counties Elections Departments on the topic of logic and accuracy. Of the 24 counties who responded a number used internal staff to perform these functions. The other respondents used persons not associated with the elections department. deputy appointed the members of the testing group. Response - Board of Supervisors: We agree with the Assessor-Recorder/County Clerk's (in the ex-officio capacity as Registrar of Voters) response.
Related Recommendations (1)
R3:
The Grand Jury finds that Napa County Board of Supervisors, with the assistance of the Registrar of Voters and the current members of L&A Board, prepare written operating policies and procedures for the L&A Board including: Expansion of duties and authority to include quality control of all Election Department activities. Qualification of members. Response: The Board of Supervisors does not have a role in the testing of ballot tabulation. That role is assigned exclusively to the elections official under Elections Code section 15000. The reason for this assignment is that the elections official conducts elections for entities other than the Board of Supervisors, including Federal, State, municipal, and district elections. " prepare written operating policies and procedures for the L&A Board:" Response: The primary source of policies and procedures for testing are set forth in Elections Code section 15000 as "the voting procedures for the specific voting systems, as adopted by the Secretary of State." Prior to September 15, 2005, the Election Department will prepare a handbook with the appropriate procedures for the use of the logic and accuracy board. "Expansion of duties and authority to include quality control of all Election Department activities." Response: Elections Code 15000 speaks only to testing of ballot tabulation devices. There is no basis for the Logic and Accuracy Board to have any other duties. None of the 24 respondent counties expand the functions of their testing personnel. "Qualifications of members" Response: Respondent counties do not have any qualifications or requirements other than "logical minds, ability to understand directions, availability for more than one election for 10 to 12 hours over a 3 week period." As a pilot program for the November 2005 Special Election; the L&A Board will include one of our existing members and a member of the Napa County Auditor-Controller Internal Audit Staff. "Method of appointment and term of service of board members." Response: For the pilot program the Registrar of Voters will ask the Auditor-Controller to select one staff member to serve on the L&A Board for the November 2005 Special Election. However, the basic responsibility for appointment of testing personnel remains with the elections official. "Compensation" Response: Compensation for County staff beyond their regular salary would be limited to overtime as warranted for testing outside of regular working hours. For non-employee volunteers, compensation would be based on a poll worker one-day rate for the entire testing process for any given election. "Description of possible conflicts of interest." provider to ensure that these policies are taught to each employee of their organization as well and follow up is done to ensure these policies are being carried out. Response - Board of Supervisors: We agree with the response of the Director of Corrections.
F4:
Napa County holds approximately $590,000 in the Inmate Welfare Trust. Response - Director, Napa County Department of Corrections: We disagree with this finding. The Inmate Welfare Fund is an account that consists of profit from the inmate commissary store, the revenues from the telephone system and the monies that have been unclaimed for at least three years and the owner is not able to be located. The current balance of that fund is $691,500. Response - Board of Supervisors: We agree with the response of the Director of Corrections.
Related Recommendations (1)
R4:
Using the Inmate Welfare Trust, NCDC should provide programs to directly aid inmates. These might include expanded counseling services for drug, alcohol, and anger management problems; housing assistance for released homeless inmates; work release and home detention programs; and vocational training and placement services. Response - Director, Napa County Department of Corrections: We agree in part with this recommendation. The authority for the Inmate Welfare Fund is found in Penal Code Section 4025. The expenditure of those funds is under the authority of the designee of the Board of Supervisors. The current expenditure of funds is for programs to aid in the rehabilitation of inmates, furthering their education, helping them to locate and apply correctly for employment, teaching them life skills which will aid them in taking care of their family, employing persons connected to these programs and the commissary store operated in the jail under this authority. We have also utilized this fund to enhance programs that assist inmates and have helped indigent inmates to get transportation to their home counties. Anger management programs and substance abuse programs offered through two contracted groups are paid for from this fund. In addition, funds are used to employ additional maintenance personnel, to do maintenance projects or to rejuvenate areas of the jail by reconstructing the area to be more program-friendly or to fix areas damaged by the inmate population. We have also enhanced the laundry and clothing storage area and have hired a person to oversee this area of use to teach inmates to use the machinery, mend and repair clothing and to order clothing to ensure proper supplies are on hand to outfit an increasing inmate population. The code does not give authority to expend any of these funds for housing homeless people. Although the Penal Code gives the authority to the Board of Supervisors' designee, an Ad Hoc committee has been formed at the Director of Correction's request to oversee the expenditure of what has grown to be a very large Inmate Welfare Fund. This committee consists of the Director of Corrections, the Chief Probation Officer and the Chief Public Defender of Napa County. Response - Board of Supervisors: We agree with the response of the Director of Corrections.
F5:
The Napa County Jail is overcrowded and needs to expand. Response - Director, Napa County Probation Department: We agree in part with this finding. The Jail is permitted to exceed the maximum capacity established by the Board of Corrections on a temporary basis pursuant to Title 15 of California Code of Regulations and at times does exceed that capacity. However, jail expansion is a policy decision that will require additional review by County staff and the Board of Supervisors. Response - Board of Supervisors: We agree with the response of the Director of Corrections. The County recognizes the impacts of jail overcrowding. We have authorized the creation of an Adult Correctional Systems Master Plan and together with all the criminal justice departments and the Courts will be developing that Plan within the fiscal year 2005-06. In the meantime, staff will continue to monitor the population and the jail will utilize all means available to relieve overcrowding such as early release orders from the Court, electronic home confinement, and County parole.
Related Recommendations (1)
R5:
The Napa County Jail should expand by using the space vacated by the Sheriff's Department. The Napa County Probation Department, working with the cooperation of the county courts, should seek to expand home detention and work release programs as an alternative to incarceration. Response - Director, Napa County Probation Department: While we acknowledge this recommendation as a valid observation, it is not within the jurisdiction of the Probation Department. As a member of the team developing the Adult Correctional System Master Plan, the Probation Department will work closely with the Jail in developing or expanding alternatives to incarceration. Response - Board of Supervisors: We disagree in part with the recommendation. The 2001 County Facilities Master Plan calls for using the space freed by the Sheriff's move to house the District Attorney's Office. We acknowledge that it is now timely to begin the process of addressing the broader policy issues related to how the County will meet our long-term adult corrections needs and have authorized the development of the Adult Correctional System Master Plan. The Plan will include: · An analysis of historical trends in the adult corrections system, including an evaluation of what has driven population growth; • A profile of the current population in the system by such things as gender, pre- sentence vs. post-sentence, most serious offense, risk category, etc; • An assessment of what the community wants in terms of an adult corrections system, including any policy or process changes that should or could be made; • A projection of future demand for corrections services over the next 20 years, categorized by type of service (e.g., probation, jail, work release facility, drug treatment services, honor farm, etc.) taking into account any of the process or policy changes identified in the study; • Recommendations concerning types of programs and/or facilities that will be needed at different time intervals, including the size of any corrections facilities and the configuration of any facilities in terms of security level, gender, etc; • Operating cost estimates for any proposed new or enhanced programs or facilities; • Capital cost estimates for any proposed facility construction; and Options for funding increased operating and capital costs. • The intent is to use solid data to realistically assess what has been happening and is likely to happen in the future in the adult corrections system, to determine what the key players in the justice system and the community want to see and are willing to pay for in terms of the type of adult corrections system the County has, and to let those factors drive the study's conclusions. Additionally, depending on the outcome of the study, staff may propose changes to the 2001 Facilities Master Plan regarding use of certain County owned buildings such as the Hall of Justice. In addition, however, the Director of Corrections continues to utilize population control mechanisms authorized under law and staff will continue to work to develop viable alternatives to incarceration, while ensuring community safety standards are maintained.
F6:
Napa State Hospital (NSH) inmates often require additional guard support and contribute to the overcrowding at the jail. Response - Director, Napa County Department of Corrections: We agree that Napa State Hospital inmates often require additional guard support and contribute to the overcrowding at the jail. Response - Napa County Sheriff: The Sheriff is in agreement that NSH inmates often require additional guard support and contribute to the overcrowding at the jail.
Related Recommendations (1)
R6:
NSH inmates should be transported to and from the court directly from the hospital, where their needs are best served. This would also help relieve overcrowding, by increasing the jail capacity by three percent. Response - Director, Napa County Department of Corrections: We agree in part with this recommendation. Staff agrees that if NSH inmates were to be transported to and from court rather than housed at NCDC it would relieve some of the pressures placed on the overall population. However, it is the policy of the NSH administration, that NSH inmates who can no longer be housed in a hospital setting or no longer qualify to stay at NSH under the Penal Code because of new serious violations, must be housed at the jail. The security provided at NSH is not sufficient to keep inmates from assaulting staff or other patients at their facility. Under their guidelines, the hospital is unable to isolate these offenders and therefore they must be housed at the jail until the new charges have been adjudicated. Minor offenders are brought directly to the Court and returned to the Hospital after their court proceedings are completed. We do believe that the mental health population of the jail is a problem and needs to be addressed. This can only be done by working together with the Courts and the proper State officials to enact legislation to either build more mental health facilities with the proper housing areas, or by have the State provide funding that adequately reimburses counties that must deal with these patients. Response - Napa County Sheriff: The Transportation Unit of the Napa Sheriff's Department is responsible for the movement of or arranging for the movement of prisoners to and from Napa County Department of Corrections (NCDC), State Department of Corrections Facilities, State Department of Mental Health Facilities, County Jails, and any number of local private medical service providers. It is also called upon to assist in the transportation of prisoners that are being extradited from other States to Napa County. Mental Health patients are transported to and from all of the State's Mental Health facilities to NCDC by the Sheriff by order of the court and those orders are very specific as to where the Sheriff is to deliver the inmate. The recommendation cannot be implemented without the concurrence of the Courts and the California State Department of Mental Health. The County, through the Adult Correction System Master Plan Coordinating Committee, will include this recommendation in the development of its 20 year master plan. NAPA COUNTY JUVENILE HALL REPORT
Findings & Recommendations
1 findings
F6:
NSH inmates often require additional guard support and contribute to the overcrowding at the jail. Sheriff's Response: The Sheriff is in agreement that NSH inmates often require additional guard support and contribute to the overcrowding at the jail.
Related Recommendations (1)
R6:
NSH inmates should be transported to and from court directly from the hospital, where their needs are best served. This would also help relieve overcrowding, by increasing the jail capacity by three percent. Sheriff's Response: The Transportation Unit of the Napa Sheriff's Department is responsible for the movement of or arranging for the movement of prisoners to and from Napa County Department of Corrections (NCDC), State Department of Corrections Facilities, State Department of Mental Health Facilities, County Jails, and any number of local private medical service providers. It is also called upon to assist in the transportation of prisoners that are being extradited from other States to Napa County. Mental Health patients are transported to and from all of the State's Mental Health facilities to NCDC by the Sheriff by order of the court and those orders are very specific as to where the Sheriff is to deliver the inmate. The recommendation cannot be implemented without the concurrence of the Courts and the California State Department of Mental Health. The County, through the Adult Correction System Master Plan Coordinating Committee, will include this recommendation in the development of its 20 year master plan.
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Findings & Recommendations
1 findings
F13:
NVUSD staff, at both the district and school levels, are placing students at significant health and safety risk, as evidenced by the lack of communication, supervision, management, and accountability. Equally, lack of management and accountability over NVUSD rests with the NCOE.
Related Recommendations (1)
R13:
NVUSD management must thoroughly examine their organization at all levels to review, update, develop, and implement policies and procedures. Following this, district administration must establish and maintain clean, concrete mechanisms of accountability for improving communication, oversight, or management and for implementing these ideas. Both NVUSD and NCOE must supervise and hold all staff accountable for their assigned responsibilities. Response: The Grand Jury report notes that NCOE is an intermediate agency between the California Department of Education and the local school districts. While the County Superintendent of Schools does have the responsibility to "superintend" the schools in the county, there are very specific areas of responsibility. The NCOE has fiscal oversight over the budget, and credentials. Authority for the organizational structure of a district, and the methods of communication within the district, however, are strictly within the purview of the district superintendent and the elected district school board. In the area of health and safety of students, the recent (2004) Williams lawsuit against the State of California dealt with this issue. For the first time, the ruling gave County Superintendents of Schools the responsibility to specifically review schools that score in Deciles 1-3 on the STAR test to insure that their facilities are "clean, safe, and functional." In the case of NVUSD, there were four schools that fell into the Decile 1-3 category requiring inspection; they were McPherson, Shearer, Bel Aire Park, and Carneros. (Napa Valley Language Academy, although a Decile 1-3 school, was able to opt out of the review because they are a charter school and therefore exempt.) The schools were given an Interim Evaluation Checklist, and asked to do a self-evaluation of their facilities. This was followed up by a team of three from the NCOE, including the County Superintendent of Schools, who visited the four sites in May and June and reviewed their facilities according to the State-approved checklist. In each case, the facilities passed the inspection and were found to be clean, safe, and functional. The schools will be inspected again during the first four weeks of the 2005-2006 school year according to the terms of the lawsuit. Although not mentioned specifically in Finding and Recommendation #13, the Grand Jury report also mentioned the lack of School Resource Officers at each site, due to budget constraints. The NCOE has assisted the NVUSD by writing and obtaining a Safe Schools, Healthy Students federal grant, which provided funding for a half-time SRO at American Canyon Middle School. This funding was matched by the American Canyon Police Force, and a full-time SRO is now in place on that campus. The NCOE continues to seek and prepare grant applications to provide funding for essential safety personnel who cannot be provided through the district's budget-crisis reduced general fund, and we are submitting a grant application to help the schools develop an emergency response and crisis management plan to address the Grand Jury's finding that NVUSD was non- compliant with California Government Code 8607 requiring schools to respond to disasters using the Standardized Emergency Management System (SEMS). The last item that the Grand Jury cited as an area that should have been overseen by the NCOE is the issue of accounts receivable that were not collected. State law limits the fiscal oversight role of the NCOE to a determination of whether or not a district will be able to meet its overall financial obligations for the current year and two subsequent years. This oversight focuses on the budget year and projections for two future years. School districts prepare a final year-end report of all expenditures and revenues, and that report is forwarded to the State and the Independent Auditor for review. Schools are on a "modified accrual" basis of accounting, which means the accounts receivables and payables are recorded as part of the year-end report. When the auditor releases the audit, and there are exceptions, such as accounts receivable deficits, the Education Code then authorizes the NCOE to monitor and certify that exceptions are resolved. Although this was an area that was discussed between the two agencies before the audit report was issued, the NCOE had no authority to make or insist on any changes. When the audit report was released in January, 2005, we requested spreadsheets from NVUSD, and had extensive discussions with them. We are currently monitoring the NVUSD in their efforts to collect and clean up receivables, and we certified to the State on April 15 that NVUSD had developed a plan to rectify the problem.
Additional Recommendations
7
Not linked to specific findings.
R1:
Accept DHS formula for domestic storage as the District's minimum service requirement for domestic storage.
R2:
Domestic Water Storage: The highest monthly water utilization was in July 1998. During this month 3,000,000 gallons of water was pumped. This is equivalent to 100,000 gallon per day. This high demand month has not been repeated since the 500% increase in water billing. The high demand since 1999 has been around 2,700,000 gallons per month. This equivalent to 90,000 gallons per day or for a 30-day month the treated water production can exceed demand by 300,000 gallons a month. From this the following may be extrapolated: PEAK MONTH DEMAND 2,700,000 GALLONS 90,000 AVERAGE DAY DEMAND 474gpdc (gallons per day/connection) DHS calculations for domestic water storage are follows: Domestic water storage is calculated by adding average day demand to 25% of the peak day demand for each residential connection. The DHS calculations for COCWD are based on water data between 1997 and 2001. CIRCLE OAKS WATER DISTRICT MORATORIUM ANALYSIS JANUARY 13, 2005 Average Day Demand 355gpdc (gallons per day/connection) Peak Day Demand 848gpdc DHS Domestic Storage Requirement per connection for Circle Oaks: 567gpdc 2004 189 Connections require 107,000 gallons of storage DOMESTIC STORAGE PER PRESSURE ZONE Pressure Zone Number of Connection Domestic Storage (DHS) Zone1 108 Connections 61,236 (61,000) Gallons Zone 2 81 Connections 45,927 (46,000) Gallons 107,000 Gallons Both pressure zones meet DHS standards for domestic storage.
R3:
Emergency Water Storage (Structural and Wild Fire Protection) and Fire Flow Requirements. DHS Fire Protection: DHS fire protection standard is based on flow rate and storage capability to maintain the rate of flow. Because the storage capacity is set by flow standards, storage capacity standards can be augmented or off set by pumping. DHS Flow Rate Standard 750 gallons per minute for 2 hours = 90,000 gallons This standard is for the entire subdivision and is not dependent on the number of residents in Circle Oaks or the pressure zone. The 90,000-gallon standard addresses the required water to control a resident or structural fire. Zone Connections Fire Storage Domestic Total Storage Storage Zone 1 108 90,000 Gallons 61,000 Gallons 151,000 Gallons Zone 2 81 90,000 Gallons 46,000 Gallons 136,000 Gallons 197,000 Gallons * *Note Total Storage for District includes 90,000 gallons fire storage for entire subdivision. According to DHS Standards Zone 2 is 86,000 gallons deficient. The DHS has stated that in Title 22 Section 64562(a) allows 720gpm water flow to augment the storage in Zone 2. CIRCLE OAKS WATER DISTRICT MORATORIUM ANALYSIS JANUARY 13, 2005 Urban-Wildfire Protection: In 2000 the Napa County Fire Marshal recommended 1,500 gallons of storage per connection. This recommendation was based on Nevada County information. In July 21, 2004 the current Napa County Fire Marshal stated the current Napa County Fire Code for subdivisions with more than 141 parcel is 120,000 gallons of fire storage while the PUC requirement for Circle Oaks is 90,000 gallon. The PUC has determined in a rulemaking proceeding that the local fire flow standards shall be required whether greater or lesser than those set forth in PUC General Order 103. The referenced requirement of the Napa County Ordinance for subdivisions with more than 141 parcels applies to new development approval, so it is questionable whether this requirement would take precedence over the PUC General Order. However, the Fire Marshall's reference to a specific amount of fire storage for a subdivision the size the District could be viewed as a "local fire flow standard" within the context of PUC ruling. For wildfire protection the Napa County Fire Marshal stated that 300,000 gallons of storage for the entire subdivision of Circle Oaks is desirable, but that unless the Napa County Ordinace were to change, 120,000 gallons is all that could be required. The 300,000 gallon storage amount covered both residential and wildfire protection. It was based on the strike force response that Circle Oaks can expect from Napa County. In order to conform to the statements of the Fire Marshall, I recommend using the 120,000-gallon standard as the minimum service requirement of the District Because the 300,000-gallon storage amount is based on a Napa County response to wildfires, the District should set this standard as a goal. In addition the District needs to set a minimum service standard of 1000gpm for emergency transfer capability between pressure zones and the 100,000 clear-well holding tank to conform to the statements of the current Fire Marshall. This standard could allow all tanks (including the 100,000- gallon clear-well) to be classified as fire storage. In addition, the emergency pumping standard must be maintained independently of outside power providers. When all emergency pumping standards are met, our total domestic/fire storage will be the following: 200,000 gallons Lower Zone 50,000 gallons Upper Zone 100,000 gallons Clear-Well Total 350,000 gallons CIRCLE OAKS WATER DISTRICT MORATORIUM ANALYSIS JANUARY 13, 2005 Storage Requirements: Connections Domestic Storage Min. Fire Storage Fire Storage Goal Total Storage Min./Goal 189 107,000 gallons 120,000 gallons 300,000 gallons 227,000 /407,000 gallons 240* 136,000 gallons 120,000 gallons 300,000 gallons 256.000/436,000 gallons *Triad Homes year 2020 population projection is 240 connections ** 567gpc standard IN ORDER TO LIFT MORATORIUM THE DISTRICT MUST DO THE FOLLOWING:
R4:
Accept the County's current 1000gpm for two hours as the District's minimum service requirement.
R5:
Lift the Moratorium for Zone 1 (200,000-gallon tank) if the treatment plant capacity issues can be addressed to the satisfaction of the DHS, as stated in writing by the DHS.
R6:
Engineer with a local pumping company and install an emergency pump between Zone 1 and Zone 2 that operates independently from outside energy providers. Lift the Moratorium on Zone 2. GOALS RELATED TO MORATORIUM:
R7:
Lift the Moratorium, GOALS RELATED TO MORATORIUM:
* 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.