Napa County Grand Jury
2024-2025
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Findings & Recommendations
8 findings
F1:
Bond financing is the primary source of funding for addressing the capital needs of the Napa Valley Unified School District.
F2:
The NVUSD website is complex to navigate making it difficult to find bond financial data and reports.
F3:
Charging NVUSD employee salaries against bond funds, while permissible in limited circumstances, may reduce public trust by contradicting public pledges and bond ballot language that states, “no funds for administrators”.
F4:
NVUSD does not adequately inform the general public that the Citizen Bond Oversight Committees play critical roles in satisfying California’s Proposition 39 (2000), which requires school boards to establish independent oversight committees and conduct annual financial and performance audits until all bond funds have been spent.
F5:
NVUSD’s Citizen Bond Oversight Committees lack thorough and independent training on the roles, scope of work, relationship with school district personnel, and authority of its members.
F6:
The creation and execution of NVUSD’s 2016-2025 Facilities Master Plan had only limited public participation. NVUSD Policy 7110: Facilities Master Plan is found at the NVUSD Policies website, https://simbli.eboardsolutions.com/Policy/PolicyListing.aspx?S=36030213. Education Code § 17070.54. 42 | P age COMMENDATION The 2024-25 Napa County Civil Grand Jury commends the volunteer members of the NVUSD Bond Oversight Committees for their monitoring spending of Measure H and Measure A2 bond funds.
F7:
School bus transportation service was found to be inadequate to serve the district, with persistent equipment problems undermining reliability.
F8:
The school community is divided, with one group of parents and teachers supporting changes in the school and another favoring a return to prior practices and personnel. 61 | P age
Additional Recommendations
6
Not linked to specific findings.
R1:
NVUSD should maintain an ongoing campaign using multiple media outlets and distribution tools to inform stakeholders and the general public on the details and progress of the projects associated with bond fund allocations, and do so by September 30, 2025.
R2:
Narrow bond measure election results strongly suggest that NVUSD should build community trust by proactively distributing information and updates to inform the general public on how bond funds are being allocated and used, and do so by September 30, 2025.
R3:
NVUSD should continue its current practice to refrain from using bond funds for any district salaries, operating expenses or other administrative activities.
R4:
NVUSD should inform the general public about the role of bond oversight committees and actively encourage stakeholder groups, especially community members and parents of students, to participate on such committees, effective no later than 90 days after the publication of this 2024-2025 Napa County Civil Grand Jury report.
R5:
NVUSD should arrange for independent training of Citizen Bond Oversight Committees, starting with the new Measure B committee, and do so by September 30, 2025.
R6:
NVUSD should implement fully its existing facilities planning policy by establishing a Facilities Advisory Committee consisting of staff, parents/guardians, and business, local government, and other community representatives, and do so before a new Facilities Master Plan is created and no later than June 30, 2026.
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Findings & Recommendations
12 findings
F1:
Although Skyline Academy was scheduled to open at the end of 2023, the Jury’s investigation detected limited organized effort toward the opening, no urgency, and minimal forward progress. The Chief Probation Officer disagrees with the finding. Contrary to this finding, the Skyline Academy opened as a pilot program in Juvenile Hall in January 2024 and has since served seven in-custody youth with enhanced evidence-based programming, prosocial activities, and targeted interventions addressing criminogenic needs. This initiative required a substantial coordinated effort among multiple agencies, community partners, and stakeholders, all working towards a common goal. The project's success necessitated extensive infrastructure work, including approvals, funding allocations, and conceptual designs. Construction in a detention facility demands multiple levels of legal compliance and design review, which naturally take time to work through county and state processes. The preparatory phase involved significant data mining, financial and resource reviews, and reallocation of staffing resources, alongside efforts to recruit for hard-to-fill positions. Recognizing that the heart of every successful program lies in its people, the project emphasized staff involvement. Experts in their respective fields were given the opportunity to contribute through a committee-based approach, ensuring buy-in and long-term sustainability. The pilot program aimed to keep youth local, focusing on their rehabilitative goals, and provided staff and providers the chance to engage with the youth prior to the formal program launch. This approach allowed the youth to have a voice in their own rehabilitation process. The pilot program has been serving seven Napa County youth who would have otherwise been transferred outside of the county, away from their families. The pilot program underscores the commitment to building a culture of support, safety, rehabilitation, and opportunity for the youth. The program continues to develop and is scheduled to formally open by the end of Summer 2024, reflecting a deep commitment to fostering a supportive and rehabilitative environment for youth in need.
F2:
Repeated requests for details on the development of Skyline Academy went unmet, leading the Jury to conclude that no formal project plan is being implemented. The Chief Probation O cer partially disagrees with the finding. ffi All requests for information made directly from the Chief Probation O cer were provided timely, which is the expectation, and all sta will be notified via memo of this standard. The definition or ffi expectations of a formal project plan may be interpreted di erently, as the focus was on ff designing and developing a program that meets the individual needs of youth, creating linkages ff 87 | P age to robust community supports, engaging a variety of stakeholders, organizing construction projects, completing contracts and requests for proposals, creating new logos, increasing youth literacy and educational opportunities through new tablets for youth and career-technical education, painting murals to soften the look of the facility, seeking ways to expand opportunities for youth both inside and outside of the program, increasing mental health services, and creating programming infrastructure that is culturally relevant and in the native language of the youth and their families when possible. The development and implementation of the pilot program involved numerous stakeholders and was structured through the department’s strategic planning initiative, intentionally designed to leverage a committee structure. This collaborative approach ensured that subject matter experts within the department had the authority and ability to contribute to the design, creation, and implementation of the program, resulting in a more innovative and community-focused initiative. The pilot phase was led by a committee of sta and has allowed for valuable learning and adjustments, ensuring that the final program is well-suited to the needs of the youth and families ff they serve. By fostering a collaborative environment and involving various experts in leadership roles, the program aims to deliver targeted and e ective interventions for youth. The formal program documents are being finalized, with full implementation scheduled by the end of ff Summer 2024, reflecting a steadfast dedication to building a supportive, accountable, and rehabilitative culture for youth.
F3:
The Jury found that normal operations in the Prospect wing of Juvenile Hall (which houses short-term youth) have been resumed following the suspension of Covid restrictions. The Chief Probation O cer agrees with the finding. ffi
F4:
The Jury found that an annual golf tournament held in Napa County has consistently been allowed to not comply with the permit application rules. The County Executive Officer and Planning Building and Environmental Services Director disagree with the finding. The annual golf tournament is not considered a Temporary Event and therefore not subject to the County’s Temporary Events License Permit and related review procedures, and submittal and processing deadlines. The annual golf tournament is reviewed and authorized under a Site Plan Approval, which is governed by the Use Permit for the Resort that has been in place since 1964. The Board of Supervisors agrees with the County Executive Officer and the Planning Building and Environmental Services Director.
F5:
The Napa County permit matrix to be a complex five-page document that is confusing to the average applicant. The County Executive Officer and Planning Building and Environmental Services Director partly disagree with the finding. The permit matrix was intended to be an internal guidance document for staff to facilitate their review of building permit applications. It was not intended for public use and as such was not written in layman’s terms. As part of the goals for the Building Division for fiscal year 24/25 detailed above, Staff will be reviewing the information and content on the web site and preparing enhancements to the available documents that will provide a better understanding of the permitting process. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F6:
The PBES is currently without a formal process for customers to provide feedback, either in person or on the website. The County Executive Officer and Planning Building and Environmental Services Director partially disagree with the finding. Staff has conducted one-on-one meetings and group discussions with industry professionals and builders regarding the permitting process this past year in order to obtain feedback regarding our online digital permitting process. This approach not only provided us feedback on the process of permitting it also gives the building staff an educational opportunity to discuss 91 | P age particular permitting requirements and develop productive relationships with the design and building construction community. The Building Division intends to expand upon these efforts to conduct surveys of the permitting process which will be sent out to applicants who have used the system in the past year. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F7:
The PBES does not assign specific field inspectors for entire projects leading to potential conflicting opinions about required corrective actions. The County Executive Officer and Planning Building and Environmental Services Director partially disagree with the finding. Building inspectors are assigned to a mapped district. Every effort is made to have the same inspector conduct inspections for the same project; however, individual inspectors may be unavailable. As such, rather than delay the progress of construction, other inspectors may be called upon to provide a timely inspection. Additionally, workload in one area may be greater, so two inspectors may be needed to cover the demand for that district. With that said, the inspectors strive for consistency and are all trained on the California Building Code. With regard to inspections related to correction notices, on occasion an inspector may not be available for a follow-up inspection, and a different inspector may be assigned to conduct the inspection. The inspector will typically focus solely on the items the prior inspector noted and confirm those they have been corrected. If they see additional items that the prior inspector may have inadvertently overlooked, they are advised to honor the prior inspector's corrections unless they observe a life safety violation. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F8:
County emergency notifications using the alert technology Everbridge are not reliably reaching all enrolled citizens, and it is unknown exactly how many residents are receiving messages. The Board of Supervisors and the Sheri agree with the finding. ff However, the County is interested in understanding the evidence the Jury used to support this finding that not all enrolled citizens are receiving messages after the August 2023 data migration. While there are known examples of this issue from before the large data migration in August of 2023, evidence that the problem continued afterward have not been found. The Nixle system did not have a “confirm receipt” feature similar to Everbridge, making it impossible to 71 One key difference between the two systems is that messaging that solicits a response can be sent in Everbridge while Nixle does not have that capability. 102 | Pa ge conduct a comparable test with Nixle. The Board of Supervisors and the Sheri agree that the Everbridge notification system was not reliable at reaching all enrolled citizens prior to the data ff migration. It is important to note that no system can guarantee an exact number of subscribers reached for any given communication. Factors such as cell phone coverage, mobile device settings, and whether mobile devices are on or o , without power, etc., can impact message delivery. Due to these factors, Napa County OES, the CEO’s O ce, and the Sheri ’s O ce have established ff redundancy systems. These include partnerships with local radio stations, community outreach ffi ff ffi for emergency broadcast information, Genasys software for evacuations, Hi-Lo Sirens during evacuations, door-to-door notifications in evacuated areas, traditional media outlets, and social media accounts managed by Napa County, Napa Sheri ’s O ce, County fire, and municipal partners. ff ffi While Everbridge certainly damaged trust during the initial transition from the Nixle platform, the current reach and data from both test alerts and real-world alerts indicate that the technology is now working at the same level of reliability as the previous opt-in service.
F9:
The Everbridge emergency notification mobile app for phones and other mobile digital devices is not performing reliably for citizens. The Sheri , OES, Board of Supervisors, and CEO disagree wholly with the finding. During the investigation to identify why some previous Nixle subscribers were not reliably ff receiving alerts, the team discovered that the issue was related to the software “bridge” rather than a full data migration solution (as mentioned in the response to Finding 8). The team also learned that there were no reports of failures from users who downloaded and used the Everbridge mobile application. The County does not agree that the system is currently not performing reliably and would be interested in any evidence or examples of subscribers who signed up through Everbridge, or whose subscriber information was part of the large data migration in 2023, not reliably receiving messages at this time. Upon obtaining such information, the County and Everbridge can investigate and correct any ongoing issue.
F10:
The enrollment process for Everbridge is cumbersome and not well understood by the citizenry. The Board of Supervisors and the Sheri agree with the finding. ff The enrollment process prior to January 2024 was more cumbersome. However, as part of the continuing e orts between OES and Everbridge to improve the system’s capabilities, beginning in January 2024, residents can now subscribe by simply texting their zip code to 888-777, which ff enrolls them into the Nixle platform. Everbridge now automatically ports over (data migration, not a software bridge) Nixle subscriber data into the Everbridge system on an hourly basis. 103 | Pa ge Before this new solution, residents using this simple subscriber method would only be added to Nixle, and the system would rely on the problematic software “bridge” mentioned in Response to
F11:
Everbridge has not fulfilled all of its contractual obligations with Napa County. The Board of Supervisors and the Sheri disagree wholly with the finding. The contract executed between Napa County and Everbridge has been reviewed by the County, ff with assistance from County Counsel, and no breach of contract has been identified at this time. As indicated in Response to Finding 7, the issues caused by the initial transition from the Nixle platform to the Everbridge platform were problematic, but the parties were able to promptly resolve those issues. Should OES be made aware of any concerns or evidence supporting the Jury’s concerns that issues are continuing, OES will promptly work with Everbridge to resolve them. Since July of 2023, the sta at Everbridge has been responsive to the County’s concerns and have worked diligently on addressing the challenges identified by the OES team. We are confident that any ff ongoing issues will be similarly corrected by Everbridge.
F12:
Napa County’s staff have improved measures to facilitate communication with citizen’s diverse languages and for those having disabilities or special needs. The CEO and Board of Supervisors agree with the finding. Recognizing the diverse community the County serves, sta remain dedicated to ensuring e ective communication for all residents. The O ce of Emergency Services (OES) continues to ff prepare a bi-weekly translation schedule for emergency communications, guaranteeing that ff ffi critical information reaches non-English speaking populations promptly. Additionally, sta have initiated work on creating a comprehensive language access plan. This endeavor involves close ff collaboration with members of the Board of Supervisors and department heads, with a goal of establishing guidelines and resources that promote inclusivity and accessibility in all county communications. By prioritizing language access, sta strive to enhance engagement and participation among diverse communities throughout Napa County. ff
Additional Recommendations
20
Not linked to specific findings.
R1:
By October 1, 2024, the Board of Supervisors direct the Napa County Probation Officer to develop and implement a detailed project plan for the Skyline Academy. The plan should formalize the project scope, be updated monthly, and provide a timeline, steps toward completion, assigned tasks, progress towards goals, available resources, and a budget. The Chief Probation O cer: This recommendation will not be implemented, because it is not warranted. ffi The Skyline Academy is scheduled to formally open by the end of Summer 2024, making this level of detailed project planning for implementation unnecessary. The program has been in a pilot phase since January 2024. The need for this program arose, in part, from the rapid passage of Senate Bill 823, which realigned the Division of Juvenile Justice population in California from the state to the local level. This historic change required a complete redesign of how serious and violent youth were handled statewide. Napa County did not open a Secure Track Program, which is designed for youth who would have otherwise been sent to the state Division of Juvenile Justice. Napa 88 | P age County prioritizes the rehabilitation of youth while holding them accountable for their behaviors with the goal of rehabilitation prior to adulthood. Consequently, the County has not sent many youths to the state for care and could not sustain opening a Secure Track Program. The Skyline Academy is designed to be a local program that meets the individualized needs of youth with the goal of preventing escalation into a Secure Track Program and enabling re-entry into the Napa Community rehabilitated, with positive supports in place and a new opportunity to be a productive member of our society. The program will have set policies that meet Title 15 regulations as required by law, and a program handbook to ensure that youth, families, and sta understand the programmatic goals. ff Additionally, the budget has been approved in a public meeting by the SB 823 subcommittee of the Juvenile Justice Coordinating Council for fiscal year 2024-2025. No additional sta ng resources are requested for this program, as the Napa County Probation Department is ffi allocating only previously existing positions to operate the Skyline Academy. For ongoing data collection and program evaluation, Napa County has partnered with the University of Cincinnati to assist in the design of programmatic data and outcomes. The Board of Supervisors agree with the Chief Probation O cer. ffi
R2:
By October 1, 2024, the Board of Supervisors direct the Napa County Probation Officer to identify a project manager to be accountable for the timely and successful completion of Skyline Academy. The Chief Probation O cer: The recommendation has been implemented. The Napa County Probation Department recruited and hired a Chief Deputy Probation O cer to ffi oversee Juvenile Hall, who also serves as the project manager for the program. Additional ffi support includes the Assistant Chief Probation O cer and the Chief Deputy overseeing the Juvenile Division to ensure the program operates as intended both during the pilot phase and ffi the formal operations phase. The Board of Supervisors agree with the Chief Probation O cer. ffi 89 | P age NAPA COUNTY BUILDING DEPARTMENT: THE GOOD, THE BAD, AND THE CONFUSING Report Date: 5/1/2024 Response Date County Executive Officer: 8/6/2024 (97 days) Response Date Fire Administrator: 8/6/2024 (97 days) Response Date PBES Director: 8/6/2024 (97 days) Response Date County Fire Marshal: 8/6/2024 (97 days)
R3:
The Jury recommends that PBES immediately require compliance with the 60 (50) day rule for all applicants of temporary events license permits. The recommendation has not yet been implemented. While the recommendation is directed toward the annual golf tournament at Silverado Country Club, which is regulated by a Site Plan Approval (not Temporary Event requirements), staff is currently working on an update to the Temporary Event Policy Manual which is anticipated to be presented to the Board of Supervisors in winter of 2024 for discussion and potential adoption. The update will consider revisions to application and processing timelines, establishing an enforcement mechanism, among other process improvements. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 93 | P age
R4:
By December 31, 2024, the Jury recommends that PBES initiate a comprehensive review of existing policies and procedures regarding temporary events license permits to ensure future compliance and accountability. The recommendation has not yet been implemented. Please see response to Recommendation 3. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R5:
By December 31, 2024, the Jury recommends that PBES modify the existing internal matrix into a format understandable by applicants. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. As staff are in the process of developing guidance documents to better inform the public on the building permit process, the matrix has been removed from the County’s website to prevent confusion in the meantime staff will implement these guide changes by December 31, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R6:
By September 30, 2024, the Jury recommends that PBES develop a customer feedback option, in person and online, as part of the application process. PBES should retain these records for potential performance improvement and evaluation purposes. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. The Building Division has prepared a survey of the permitting process which will be sent out to applicants who have used the system in the past year and will send out by August 30, 2024. Additionally, the survey will be sent out via email link once an applicant has completed the plan review process, and a permit has been issued. Once construction has completed, another survey will be sent requesting feedback on the inspection process and the overall experience. We will implement this automated survey by December 31, 2024. We are looking forward to receiving feedback and improving our permitting process where feasible. Staff will also continue to conduct one-on-ones and group discussions with industry professionals and builders regarding the permitting process. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 94 | P age
R7:
The Jury recommends that, whenever possible PBES send the same inspector to conduct follow-up inspections. Director of the Department of Planning, Building and Environmental Services: The recommendation has been implemented. Inspectors are currently assigned districts (as noted in the Finding 7 response) corresponding to areas in which they are responsible for inspections. Staff strives to have the same inspector out for the same project; however, inspectors are sometimes unavailable due to personal leave, like time off, sickness, or needing to care for a loved one. Other inspectors may need to fill in to fulfill a timely inspection. Additionally, workload in one area may be greater, so two inspectors may be needed to cover the demand for that district. On occasion, an inspector may not be available for a follow up inspection that they provided a correction notice on. A different inspector may conduct the inspection. The inspector will typically only be looking at what the prior inspector noted and just confirms those items are corrected. If they see additional items that the prior inspector missed, they are advised to honor the prior inspector's corrections unless they observe a life safety violation. In these rare occasions, the inspector then uses their judgement when requiring additional corrections while considering the safety of the building and its occupants. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R8:
The Jury recommends that PBES immediately establish a protocol for resolving conflicting code interpretations by different inspectors on the same project. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. Building inspectors are trained under the same California Building Code and strive for consistency as described in the response to Recommendation 7. There are occasions when the Building Code may not be entirely clear, and the inspector may need to interpret the intent of the code language. When this occurs, it typically results in a discussion with the other inspectors and the Field Inspection Supervisor. In the morning before the inspectors head out for the day, inspectors will discuss code corrections from the prior day as well as review any issues that might arise with the inspections assigned for that day. This is an opportunity to promote a balanced understanding of the code across the inspection team. Currently, these discussions are organic in nature and brought up as issues come up with the individual inspector. The Field Inspection Supervisor will establish a more formal protocol to promote uniformity and consistency in this process by December 31, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 95 | P age R.9 By December 31, 2024, the Jury recommends that PBES provide mobile compatible electronic devices for each field inspector capable of reviewing plans and prior inspection notes. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. In the fall of 2023, a single iPad was issued to the inspection team to allow preliminary testing of a mobile tablet device in the field. Based on the feedback received, the testing was expanded to include the purchase and issuance of two additional tablets to the inspection staff. Subsequently, two more tablets have been requested, bringing the total number up to five (5). This will enable each of our inspectors the ability to result inspections, view previous inspection results and comments, and access digital plans while conducting their inspections in the field. It is important to note that iPads and other remote electronic devices are limited by the wireless network coverage throughout the County. The hills and valleys in the County result in some areas lacking cell coverage, preventing the devices from communicating with the permitting software at the County offices. Despite these challenges, it has been proven that an iPad or similar device is useful in most parts of the County. We will have the 5 iPads implemented by September 30, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 96 | P age NAPA COUNTY'S COMMUNICATION WITH ITS CITIZENS Report Date: 3/27/2024 Response Date Board of Supervisors: 8/6/24 (142 days) Response Date County Executive Officer: 8/20/24 (156 days) Response Date Sheriff: 8/20/24 (156 days) Response Date County Office of Emergency Operations: 8/20/24 (156 days)
R9:
By December 31, 2024, the Sheriff’s Department OES prepare and execute updated plans to fix deficiencies in alert notification measures ensuring that accurate and timely emergency information is disseminated to the public and media when needed. This may require assessing alternative emergency notification system providers to resolve ongoing Everbridge deficiencies. This recommendation has been implemented. Since July 2023, Everbridge has been responsive and continues to be responsive in improving the reliability and e ectiveness of their platform. As indicated in Response to Finding 7, the most recent contract with Everbridge was a three-year renewal of the previous contract. ff Everbridge had acquired Nixle in 2015, and the renewed contract contemplated that, during this period, the County’s subscribers would be migrated from the Nixle platform to the Everbridge platform. As the Jury found, however, this transition was not seamless. Beginning in July 2023, the issues were quickly identified and addressed, and now the system appears to be functioning properly. Beginning in the spring 2025, the Sheri will recommend to the Board of Supervisors to issue a Request for Proposals (RFP) for messaging services beyond October 2025 when the ff Everbridge contract expires. Everbridge can certainly submit a proposal as part of that process, and other providers will also be invited to submit proposals. The Board of Supervisors agrees with the Sheri . ff
R10:
By September 30, 2024, the Sheriff’s Department OES collaborate with Napa County communication staff to address problems with the “Alert Napa County” citizen enrollment process including increased awareness of how to enroll, streamline the enrollment process, and improve citizen’s ability to manage their own alert notification preferences. This recommendation has been implemented. As indicated in Response to Finding 10, beginning in January 2024, residents can now subscribe by simply texting their zip code to 888-777. Additionally, logging into their online 109 | Pa ge account allows citizens to opt into the notices that they wish to receive. OES continues to work with Everbridge to ensure the platform functions correctly and is as user-friendly as possible. The Board of Supervisors agrees with the Sheri . ff 110 | P age RAISING AWARENESS OF ELDER ABUSE IN NAPA COUNTY Report Date: 4/24/2024 Response Date County Sheriff: 7/3/2024 (70 days) Response Date City of Napa: 7/16/2024 (83 days) Response Date County Director of HHS Agency 9/11/2024 (140 days)
R11:
Refugee Cash Assistance: Refugee Cash Assistance is available to certain groups and is available for up to 12-months from date of admission to the U.S.
R12:
CalFresh Market Match: Doubles benefits with using CalFresh at local Farmers Markets
R13:
Food Banks: The CANV Food Banks provides nutritious food to low-income individuals throughout Napa County
R14:
Free Produce Markets: Free produce markets at various locations throughout the month providing farm fresh produce
R15:
CANV Silver Fox: Provides food to low-income residents over 60 years of age
R16:
Meals-On-Wheels: Delivers meals to homebound seniors
R17:
Congregate Lunch Sites: Napa Senior Center, South Napa Shelter, and the Salvation Army provide congregate lunch and/or grab and go meals on various days
R18:
Napa County Resource Guide 2023: Community Resources available to workers to provide customers as needed. The Board of Supervisors agrees with the Grand Jury’s points regarding the impact of poverty as a significant factor influencing gang activity. Further work is needed to partner with local municipalities on housing, public safety support and addressing issues such as stress and poverty to help families create a welcoming and safe environment free of gang activity. The Board of Supervisors commends the Grand Jury for its work. However, the Board would like to note that the report did not appear to include interviews with current or former gang members. Individuals with lived experience with gangs could have provided valuable insights into addressing this ongoing community concern. The Board of Supervisors would also like to request that Grand Jury’s reports note the source of their facts. While the Board understands the confidentiality of Grand Jury interviews, the sources of the Grand Jury’s facts can be useful to further understanding the report’s subject matter. R6. Beginning July 1, 2024, the Napa County Board of Supervisors and Napa City Council support legislation to roll back decriminalizing drug and theft crime. Napa City Council This recommendation will not be implemented because it is not reasonable. While there may be specific legislative efforts related to strengthening drug and theft crime laws that the city chooses to support, it is unreasonable to have a blanket statement of support for legislation without first reviewing proposals. The city is guided by both Policy Resolution R2019- 083 and an annually adopted Legislative Platform to guide the process for supporting or opposing legislation or other legislative actions. For example, in May 2024 the city sent letters of support for AB 1772, AB 2934, AB 1960, AB2814, AB 3209, SB 1242, AB 982, AB 1802, AB 1972 and other legislation strengthening organized retail theft enforcement and penalties. These letters of support were sent only after careful consideration of the impacts to the City of Napa and its residents, as well as 138 | Pa ge conformance with R2019-083 and the 2024 Legislative Platform. The city would similarly review and act in accordance with those policy guidance documents for any support or opposition of future legislation proposing roll backs to decriminalizing drug and theft crime. Napa County Board of Supervisors The recommendation requires further analysis. The Board took several positions in support of legislation to increase penalties for the possession or distribution of fentanyl in 2023. In December 2023, the Board of Supervisors adopted a legislative and regulatory platform setting its priorities for 2024. In addition to emphasizing the protection of victims’ rights, the Board focused on youthful offenders: “Napa County supports the overarching goal of providing early interventions to reduce the causes of crime among individuals under the age of 26. The County should nonetheless retain local authority to impose appropriate consequences when early interventions prove ineffective.” This language covers the recommendation specific to drug and theft crimes and other legislation addressing youth crime and reducing repeated instances of victimization, including by theft. For 2024 and into the future, implementation of this recommendation will require ongoing analysis of existing and future legislation. Based on the Board’s direction set forth above, staff currently track proposals related to theft and drug crimes introduced in the Legislature. The legislative process in California is ongoing for the 2024 session. Staff continue to analyze relevant measures based on Board direction and provide updates to the Board as appropriate. The Board will consider this analysis when formally taking positions on legislation relevant to decriminalization drug and theft crimes. Further analysis of proposed measures will be required to implement this recommendation. For this reason, the Board anticipates retaining similar language in future legislative and regulatory platforms. The Board and staff will monitor future legislative proposals related to the decriminalization of drug and theft crime, conduct analysis, hear staff recommendations, and take positions as it finds appropriate. R7. By December 31, 2024, the Napa Valley Unified School District and the Napa County Office of Education strengthen the current stakeholder task force (law enforcement and schools) including non-profits which specialize in gang prevention and intervention and local industries. Napa Valley Unified School District (NVUSD) The School District is aware of the recent decision by the City of Santa Rosa to relaunch its gang crimes team in 2023 to curb street violence and understands from recent incidents in our own community, as well as from the conclusions of this Report, that gang violence is on the rise in our county. However, the district believes that the strengthening of the Gang Violence Task Force, which was initiated in the early to mid-2000’s, is best served by law enforcement, not the schools. While we are happy to participate in the work of the task force, as a school district, our primary objective is not to resurrect or “strengthen” a gang task force, but to educate children. Below, we have listed the existing partnerships that we have with law enforcement and other community groups to address safety concerns and gang prevention in our schools. 139 | Pa ge Collaborative Partnerships with Law Enforcement Agencies & Community Groups The district has extensive collaborative partnerships with law enforcement agencies across the county, including with the Napa County Sheriff Department, American Canyon Police Department, City of Napa Police Department, the Napa County Probation Department as well as with the District’s School Resource Officers, the Napa County Office of Education, mental health advocates and experts, school counselors, and social workers. NVUSD hosts School Law which is a monthly meeting between NVUSD Student Services Staff and NPD and ACPD to support ongoing communication and partnership. In addition, the district consults with numerous other community experts in an effort to address key issues facing our students and to provide additional resources and support for them. Some of those key partnerships include:
R90:
In addition to dissolving CALGangs, AB 90 imposed increased restrictions and limitations on 143 | Pa ge data collection. An integrated data system, as recommended, is subject to the provisions of Penal Code Section 186.34(a)(4) and Part 23 of Title 28 of the Code of Federal Regulation, which aim to ensure the protection of constitutional rights (civil rights and civil liberties) and further an individual’s reasonable expectation of privacy. The current laws and regulations require significant costly systems and procedural burdens that would be challenging to implement. Napa County is unique in its collaboration between departments. Our law enforcement departments have built solid relationships over time that allow for effective communication and partnerships. Napa County Probation has a dedicated gang officer in both its adult and juvenile probation units, focusing on the accountability and rehabilitation of known gang offenders. These officers work in concert with local law enforcement regularly to share information, address issues and concerns that arise, and communicate about trends in gang activity. The Napa County Probation Department is grateful to our local law enforcement agencies, who regularly collaborate and participate in fieldwork with probation officers to enhance community safety as it relates to gang activity. The Board of Supervisors agrees with the Chief Probation Officer. 144 | Pa ge
R15-20:
industry and community partners who advise District staff on current industry standards. Additionally, NVUSD staff established foundational partnerships with economic, workforce and educational partners, such as the Economic Development Division of Napa, Workforce Alliance of the North Bay, Yountville and Napa Chamber of Commerce during the 2023-2024 school year. The Executive Director of the Workforce Alliance of the North Bay is a member of the NVUSD College and Career Readiness Leadership Team that meets monthly. NVUSD will formalize these relationships through the development and launch of the Economic, Employment, Education Collaborative (“E3 Collaborative”). The E3 Collaborative brings industry partners, commerce, workforce, K-14 education together in support of a shared vision to create a talent pipeline in high wage, high demand local and regional industries and support students' career goals. Napa County Office of Education (NCOE) The Napa County Office of Education launched the Napa County Collaborative (NCC), in 2022, a regional partnership composed of K-12 partners, higher education, local government, business and community partners. The committee formed to align career readiness and workforce development with the goal of building a relationship infrastructure for ongoing work together. By braiding our approaches and combining resources we will meet the needs of our region and expand diverse opportunities for students. The NCC meets bi-monthly and hosts a yearly meeting to review CTE pathways and labor market information as well as make suggested changes to curriculum and equipment that meets labor market needs. We will continue to expand this work, incorporating additional community partners and ensuring we are addressing the needs of all students with engaging hands-on opportunities and internships. A new opportunity has become available to introduce middle school students to trade careers such as electrical, plumbing, HVAC, welding, and others. A non-profit established by former State Superintendent of Public Instruction Tom Torlakson will provide field trips to eighth graders, so that they can learn about the opportunities in these careers, including apprenticeships, while they are studying to learn the trade so that they leave after completing their studies with a certification AND a bank account, instead of debt accrued during 4 or more years of college. This is an attractive option for many students and families, and an option they may not be aware of. We piloted this program in the spring by taking 7th and 8th graders from Howell Mountain and Pope Valley to the electrical apprenticeship program in Napa. The students were very excited about being there, and they left with a great deal of information about the program and the salaries earned by certified electricians! The directors of these apprenticeship programs have offered to speak to parent groups so that parents understand the economics of being certified in a trade, so that the parents don't automatically discourage their children who express interest in these career fields. 136 | Pa ge
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Findings & Recommendations
6 findings
F1:
Bond financing is the primary source of funding for addressing the capital needs of the Napa Valley Unified School District.
F2:
The NVUSD website is complex to navigate making it difficult to find bond financial data and reports.
F3:
Charging NVUSD employee salaries against bond funds, while permissible in limited circumstances, may reduce public trust by contradicting public pledges and bond ballot language that states, “no funds for administrators”.
F4:
NVUSD does not adequately inform the general public that the Citizen Bond Oversight Committees play critical roles in satisfying California’s Proposition 39 (2000), which requires school boards to establish independent oversight committees and conduct annual financial and performance audits until all bond funds have been spent.
F5:
NVUSD’s Citizen Bond Oversight Committees lack thorough and independent training on the roles, scope of work, relationship with school district personnel, and authority of its members.
F6:
The creation and execution of NVUSD’s 2016-2025 Facilities Master Plan had only limited public participation. NVUSD Policy 7110: Facilities Master Plan is found at the NVUSD Policies website, https://simbli.eboardsolutions.com/Policy/PolicyListing.aspx?S=36030213. Education Code § 17070.54. 42 | P age COMMENDATION The 2024-25 Napa County Civil Grand Jury commends the volunteer members of the NVUSD Bond Oversight Committees for their monitoring spending of Measure H and Measure A2 bond funds.
Additional Recommendations
6
Not linked to specific findings.
R1:
NVUSD should maintain an ongoing campaign using multiple media outlets and distribution tools to inform stakeholders and the general public on the details and progress of the projects associated with bond fund allocations, and do so by September 30, 2025.
R2:
Narrow bond measure election results strongly suggest that NVUSD should build community trust by proactively distributing information and updates to inform the general public on how bond funds are being allocated and used, and do so by September 30, 2025.
R3:
NVUSD should continue its current practice to refrain from using bond funds for any district salaries, operating expenses or other administrative activities.
R4:
NVUSD should inform the general public about the role of bond oversight committees and actively encourage stakeholder groups, especially community members and parents of students, to participate on such committees, effective no later than 90 days after the publication of this 2024-2025 Napa County Civil Grand Jury report.
R5:
NVUSD should arrange for independent training of Citizen Bond Oversight Committees, starting with the new Measure B committee, and do so by September 30, 2025.
R6:
NVUSD should implement fully its existing facilities planning policy by establishing a Facilities Advisory Committee consisting of staff, parents/guardians, and business, local government, and other community representatives, and do so before a new Facilities Master Plan is created and no later than June 30, 2026.
Findings & Recommendations
12 findings
F1:
Napa County’s 2024 General Election was safe, secure, and performed with integrity.
F2:
The 2024 election procedures were followed in accordance with the law.
F3:
No eligible vote cast in the prescribed manner was found to be uncounted.
F4:
The Napa County election computer systems were secure.
F5:
The Voter Registration Database was maintained accurately.
F6:
The confidentiality of a voter’s ballot was maintained and protected throughout the entire election process.
F7:
The legally required manual audit of the election was secure and accurate.
F8:
The election process was transparent, and observers were welcomed and encouraged to witness the activity.
F9:
The Napa County Elections Division’s office workspace was inadequate and warrants improvement.
Related Recommendations (1)
R1:
The Napa County Board of Supervisors examine the need to upgrade the Napa Elections Office to ensure adequate office workspace for future elections. This examination should include collaboration with and input from the Napa County Elections Division staff, and should occur within 60 days, with a report of recommendations released in 45 days.
F10:
Napa County Elections Division website is lacking information and organization to assist voters and the community in an easy-to-understand format.
Related Recommendations (1)
R2:
The Napa County Elections Division review its website for modernization and standards to help the organization of information. The Elections website should include the public reports required by the state. Recommendation for a review and generation of areas of improvement of the website be within 60 days and implementation of changes within 180 days from the identification of the areas of improvement.
F11:
Napa County Elections Division did not maintain its own social media accounts as required by the Napa County Social Media Use Policy, leading to personnel utilizing personal accounts for county business.
Related Recommendations (1)
R3:
The Napa County Elections Division set up and maintain its own social media accounts to distribute voter information, and staff should refrain from using personal 13 accounts to communicate official county business. Both of these recommendations should be implemented within 90 days.
F12:
Napa County Elections Division outreach failed to use effective strategies to target soon-to-be-of-age eligible voters.
Related Recommendations (1)
R4:
The Napa County Elections Division examine its outreach program directed to those coming of age to vote. This outreach should be added to the next iteration of the Napa County Election Administration Plan (EAP). Materials should be readily available and circulated within 30 days.
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Findings & Recommendations
6 findings
F1:
Bond financing is the primary source of funding for addressing the capital needs of the Napa Valley Unified School District.
Related Recommendations (1)
R1:
NVUSD should maintain an ongoing campaign using multiple media outlets and distribution tools to inform stakeholders and the general public on the details and progress of the projects associated with bond fund allocations, and do so by September 30, 2025.
F2:
The NVUSD website is complex to navigate making it difficult to find bond financial data and reports.
Related Recommendations (1)
R2:
Narrow bond measure election results strongly suggest that NVUSD should build community trust by proactively distributing information and updates to inform the general public on how bond funds are being allocated and used, and do so by September 30, 2025.
F3:
Charging NVUSD employee salaries against bond funds, while permissible in limited circumstances, may reduce public trust by contradicting public pledges and bond ballot language that states, “no funds for administrators”.
Related Recommendations (1)
R3:
NVUSD should continue its current practice to refrain from using bond funds for any district salaries, operating expenses or other administrative activities.
F4:
NVUSD does not adequately inform the general public that the Citizen Bond Oversight Committees play critical roles in satisfying California’s Proposition 39 (2000), which requires school boards to establish independent oversight committees and conduct annual financial and performance audits until all bond funds have been spent.
Related Recommendations (1)
R4:
NVUSD should inform the general public about the role of bond oversight committees and actively encourage stakeholder groups, especially community members and parents of students, to participate on such committees, effective no later than 90 days after the publication of this 2024-2025 Napa County Civil Grand Jury report.
F5:
NVUSD’s Citizen Bond Oversight Committees lack thorough and independent training on the roles, scope of work, relationship with school district personnel, and authority of its members.
Related Recommendations (1)
R5:
NVUSD should arrange for independent training of Citizen Bond Oversight Committees, starting with the new Measure B committee, and do so by September 30, 2025.
F6:
The creation and execution of NVUSD’s 2016-2025 Facilities Master Plan had only limited public participation. COMMENDATION The 2024-25 Napa County Civil Grand Jury commends the volunteer members of the NVUSD Bond Oversight Committees for their monitoring spending of Measure H and Measure A2 bond funds. Education Code § 17070.54. 13 | Pa ge
Related Recommendations (1)
R6:
NVUSD should implement fully its existing facilities planning policy by establishing a Facilities Advisory Committee consisting of staff, parents/guardians, and business, local government, and other community representatives, and do so before a new Facilities Master Plan is created and no later than June 30, 2026.
Findings & Recommendations
3 findings
F1:
Although Skyline Academy was scheduled to open at the end of 2023, the Jury’s investigation detected limited organized effort toward the opening, no urgency, and minimal forward progress. The Chief Probation Officer disagrees with the finding. Contrary to this finding, the Skyline Academy opened as a pilot program in Juvenile Hall in January 2024 and has since served seven in-custody youth with enhanced evidence-based programming, prosocial activities, and targeted interventions addressing criminogenic needs. This initiative required a substantial coordinated effort among multiple agencies, community partners, and stakeholders, all working towards a common goal. The project's success necessitated extensive infrastructure work, including approvals, funding allocations, and conceptual designs. Construction in a detention facility demands multiple levels of legal compliance and design review, which naturally take time to work through county and state processes. The preparatory phase involved significant data mining, financial and resource reviews, and reallocation of staffing resources, alongside efforts to recruit for hard-to-fill positions. Recognizing that the heart of every successful program lies in its people, the project emphasized staff involvement. Experts in their respective fields were given the opportunity to contribute through a committee-based approach, ensuring buy-in and long-term sustainability. The pilot program aimed to keep youth local, focusing on their rehabilitative goals, and provided staff and providers the chance to engage with the youth prior to the formal program launch. This approach allowed the youth to have a voice in their own rehabilitation process. The pilot program has been serving seven Napa County youth who would have otherwise been transferred outside of the county, away from their families. The pilot program underscores the commitment to building a culture of support, safety, rehabilitation, and opportunity for the youth. The program continues to develop and is scheduled to formally open by the end of Summer 2024, reflecting a deep commitment to fostering a supportive and rehabilitative environment for youth in need.
F2:
Repeated requests for details on the development of Skyline Academy went unmet, leading the Jury to conclude that no formal project plan is being implemented. The Chief Probation O cer partially disagrees with the finding. ffi All requests for information made directly from the Chief Probation O cer were provided timely, which is the expectation, and all sta will be notified via memo of this standard. The definition or ffi expectations of a formal project plan may be interpreted di erently, as the focus was on ff designing and developing a program that meets the individual needs of youth, creating linkages ff 87 | P age to robust community supports, engaging a variety of stakeholders, organizing construction projects, completing contracts and requests for proposals, creating new logos, increasing youth literacy and educational opportunities through new tablets for youth and career-technical education, painting murals to soften the look of the facility, seeking ways to expand opportunities for youth both inside and outside of the program, increasing mental health services, and creating programming infrastructure that is culturally relevant and in the native language of the youth and their families when possible. The development and implementation of the pilot program involved numerous stakeholders and was structured through the department’s strategic planning initiative, intentionally designed to leverage a committee structure. This collaborative approach ensured that subject matter experts within the department had the authority and ability to contribute to the design, creation, and implementation of the program, resulting in a more innovative and community-focused initiative. The pilot phase was led by a committee of sta and has allowed for valuable learning and adjustments, ensuring that the final program is well-suited to the needs of the youth and families ff they serve. By fostering a collaborative environment and involving various experts in leadership roles, the program aims to deliver targeted and e ective interventions for youth. The formal program documents are being finalized, with full implementation scheduled by the end of ff Summer 2024, reflecting a steadfast dedication to building a supportive, accountable, and rehabilitative culture for youth.
F3:
The Jury found that normal operations in the Prospect wing of Juvenile Hall (which houses short-term youth) have been resumed following the suspension of Covid restrictions. The Chief Probation O cer agrees with the finding. ffi
Additional Recommendations
2
Not linked to specific findings.
R1:
By October 1, 2024, the Board of Supervisors direct the Napa County Probation Officer to develop and implement a detailed project plan for the Skyline Academy. The plan should formalize the project scope, be updated monthly, and provide a timeline, steps toward completion, assigned tasks, progress towards goals, available resources, and a budget. The Chief Probation O cer: This recommendation will not be implemented, because it is not warranted. ffi The Skyline Academy is scheduled to formally open by the end of Summer 2024, making this level of detailed project planning for implementation unnecessary. The program has been in a pilot phase since January 2024. The need for this program arose, in part, from the rapid passage of Senate Bill 823, which realigned the Division of Juvenile Justice population in California from the state to the local level. This historic change required a complete redesign of how serious and violent youth were handled statewide. Napa County did not open a Secure Track Program, which is designed for youth who would have otherwise been sent to the state Division of Juvenile Justice. Napa 88 | P age County prioritizes the rehabilitation of youth while holding them accountable for their behaviors with the goal of rehabilitation prior to adulthood. Consequently, the County has not sent many youths to the state for care and could not sustain opening a Secure Track Program. The Skyline Academy is designed to be a local program that meets the individualized needs of youth with the goal of preventing escalation into a Secure Track Program and enabling re-entry into the Napa Community rehabilitated, with positive supports in place and a new opportunity to be a productive member of our society. The program will have set policies that meet Title 15 regulations as required by law, and a program handbook to ensure that youth, families, and sta understand the programmatic goals. ff Additionally, the budget has been approved in a public meeting by the SB 823 subcommittee of the Juvenile Justice Coordinating Council for fiscal year 2024-2025. No additional sta ng resources are requested for this program, as the Napa County Probation Department is ffi allocating only previously existing positions to operate the Skyline Academy. For ongoing data collection and program evaluation, Napa County has partnered with the University of Cincinnati to assist in the design of programmatic data and outcomes. The Board of Supervisors agree with the Chief Probation O cer. ffi
R2:
By October 1, 2024, the Board of Supervisors direct the Napa County Probation Officer to identify a project manager to be accountable for the timely and successful completion of Skyline Academy. The Chief Probation O cer: The recommendation has been implemented. The Napa County Probation Department recruited and hired a Chief Deputy Probation O cer to ffi oversee Juvenile Hall, who also serves as the project manager for the program. Additional ffi support includes the Assistant Chief Probation O cer and the Chief Deputy overseeing the Juvenile Division to ensure the program operates as intended both during the pilot phase and ffi the formal operations phase. The Board of Supervisors agree with the Chief Probation O cer. ffi 89 | P age
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Findings & Recommendations
9 findings
F1:
The Jury found that gang activity and gang association in Napa County are on the rise. The City of Napa agrees with the finding. The District Attorney and Sheriff agree with this finding.
F2:
The Jury found that due to the employment demographics in Napa County, increasing numbers of children are left unsupervised. This situation was exacerbated by the Covid Pandemic. The City of Napa agrees with the finding. The District Attorney and the Sheriff agree in part with this finding but would be interested in looking into more evidence to in support of this finding, or learning if it is California-wide, or unique to Napa County.
F3:
The Jury found current gang activity and recruitment is more apparent in middle school and even younger ages. The City of Napa agrees with the finding. The District Attorney and Sheriff agree with this finding.
F4:
The Jury found that despite it having been proved to be successful, vocational curriculum has been eliminated within the NVUSD. The City of Napa agrees with the finding. The District Attorney and Sheriff agree with this finding. NVUSD disagrees with this finding. NVUSD has not eliminated its vocational curriculum. NVUSD’s vocational curriculum offerings have been relabeled as Career Technical Education or “CTE,” and as described in more detail below, NVUSD has extensive offerings for students at all of NVUSD’s high schools.
F5:
The Jury found that Napa County has little to no after school activities for teens and preteens. There is a need for organized free programs, including sports and other after school activities. 124 | Pa ge The City of Napa disagrees partially with the finding. While the City of Napa agrees that additional programs would be beneficial to the community, we disagree that there are little to no programs available. Programs are available, as discovered by the members of the Grand Jury, however not all families are aware of the programs or may experience barriers to participating in the programming. For example, some programs may require a guardian or parent to pick up the child at a specific time. The District Attorney and Sheriff agree in part, that more free and affordable programs would be good for the community. We disagree, however, with the description of "little to no" after school activities. In addition to the affordable programs for teens and pre-teens offered by the various Parks and Recreation departments of the various cities in Napa County, the Napa Valley Boys and Girls Club and the Boys and Girls Club of St. Helena and Calistoga offer a variety of after school programs for affordable fees that are largely subsidized by both government grants and local philanthropy. Napa County also offers a variety of youth sports including soccer (all levels), rugby, lacrosse, football, baseball, among others. The various youth sports organizations vary in pricing but most offer scholarships and financial aid with the assistance of local philanthropy. The Napa Sheriff's Activities League (SAL) also offers a variety of free sports programs including Boxing, Baseball skills, Judo, and Wrestling. SAL also has an after-school fitness center in East Napa. The SAL programs are free of charge. Besides SAL Boxing, there are four additional boxing clubs in Napa that are fee based, but affordable. The local mental health non- profit, Mentis, also offers "Napa Valley Teens Connect", which offers mental health, empowerment, wellness programs at various NVUSD school sites. The School District disagrees with this finding in part. While the School District agrees that more after-school activities are needed throughout the County, as described in more detail below, the School District offers a number of organized free programs, including sports and other after- school activities at every single school in the School District.
F6:
The Jury found that gang activity is supported by illegal money-making opportunities which can be attractive to underprivileged youth. The City of Napa agrees with the finding. The District Attorney and Sheriff agree with this finding.
F7:
The Jury found that coordination and communication among law enforcement, educators, and local service providers is not effective. The City of Napa disagrees partially with the finding. The city supports additional efforts and recommendations to improve coordination and communication between partner agencies, however information that impacts the safety of the children is freely shared between public safety and academic organizations. Napa Police Department Youth Services/Student Resource Officers (SROs) and Napa Valley Unified School District are in regular communication. Leadership of these organizations also meet quarterly. 125 | Pa ge The District Attorney and Sheriff partially disagrees with this finding. We support efforts to expand coordination and communication to share information and intelligence through relationships, phone calls, and virtual and in=person meetings. The Napa County law enforcement community, and particularly the members of this community involved in juvenile crime prevention and enforcement, is small. Napa Police Department's Youth Services Bureau (YSB), the various School Resource Officers (SROs) from all agencies, juvenile probation officers, prosecutors, and many of the service providers are in frequent communication already. Their meetings and relationships are such that they can discuss or call one another with any questions or information as needed.
F8:
The Jury found that data on gang membership and activity is limited and ineffective at gang intervention and prevention. The City of Napa agrees with the finding. The District Attorney and Sheriff agree that the data is limited, and that this limitation can hinder gang intervention and prevention.
F9:
The Jury found that some state legislation and propositions passed by the voters are hindering law enforcement’s ability to interdict gang crime and, in doing so, improve gangs’ ability to make money, which attracts more gang members. The City of Napa agrees with the finding. The District Attorney and Sheriff Office agree with this finding.
Additional Recommendations
10
Not linked to specific findings.
R1:
By December 31, 2024, Napa Valley Unified School District and Napa County Office of Education will implement programs that focus on elementary and middle schools with gang prevention and parental education programs. The School District already offers a wide range of curricular and community resources to students and their families to educate, intervene, and support students so that they make good choices in their lives, resist the allure of gangs, and are able to focus on their future goals, including college and vocational careers. The following summarizes existing programs, partnerships and parental education programs that were offered in 2023-2024 and which will continue in 2024-2025. We are always open to additional opportunities and partnerships with not only the Napa County Office of Education but other community organizations and groups. Prevention and Intervention Services Impacting Students and Families 1. Positive Behavior Intervention and Support: All school sites participated in a relaunch of Positive Behavior Intervention Support (“PBIS”) in August 2023. PBIS is an evidence- based, tiered framework for supporting students’ behavioral, academic, social, emotional, and mental health. When implemented with fidelity, PBIS improves social- emotional competence, academic success, and school climate. It also improves teacher 126 | Pa ge health and well-being. It is a way to create positive, predictable, equitable, and safe learning environments where everyone thrives. 2. Social Emotional Learning: To support our students on their educational journey we have a multi-faceted approach to social-emotional learning (“SEL”). a. At the elementary level, curriculum such as the TOOLBOX Project, Second Step, and Building Effective Schools Together (“BEST”) all support children in understanding and managing their emotional, social, and academic success by uncovering human capacities that reside within all of us. b. In the middle grades, the Second Step Middle School program provides schools with a common language that helps everyone reinforce social-emotional skills and concepts throughout the school day. These skills are taught and supported through the Advisory period. 3. Wellness Centers: Seven campuses now house Wellness Centers, including the four middle schools: American Canyon Middle School, Redwood Middle School, Silverado Middle School, and Unidos Middle School. Wellness counselors and licensed social workers/mental health therapists are available to support students; outside referrals are also made as needed. Youth Outreach Coordinators coordinate services and work in partnership with student leaders to design and facilitate wellness-related events on school sites. Research shows that wellness services result in greater school and student outcomes, including improved academic performance, increased school engagement, reduction in suspensions and expulsions, decreased referrals to Special Education, and increased graduation rates. a. Our Community Schools also support student wellness. b. NVUSD partners with Care Solace to support our community’s mental health. 4. Partnership with Napa CARES: School District staff are members of Napa Connection and Resilience to Empower Students (“CARES”) is a network led by the Napa County Office of Education (“NCOE”) that unites non-profits, Local Education Agencies (“LEAs”), and Community-Based Organizations (“CBOs”) to enhance school safety by addressing the needs of Napa’s youth through holistic, wraparound services. This initiative facilitates effective communication between multiple agencies, resulting in streamlined and increased access to services for youth and their families. By providing individualized support through an intensive case management approach, Napa CARES enhances early intervention and violence prevention. This is achieved by offering youth and families facing challenges a comprehensive “backpack of services” tailored to their unique situations. Connections with Law Enforcement Agencies The School District has existing collaborative partnerships with local law enforcement agencies, such as our School Resource Officer (“SRO”) program, in addition to the Napa County Probation Department, as well as other community organizations and experts that we routinely partner with to provide students with resources and support. This support can be one-on-one, small group, or large group presentations, depending on the need. Parent Education Programs 127 | Pa ge NVUSD provides parent education and support to all school sites through the Community and Parent Liaison. The Community & Parent Liaison provides a home to school connection to foster the academic and socio-emotional growth of our students, while providing parents voice and support around parent education, parent engagement, and parent advocacy. The School District’s partnership with On the Move supports Family Resources Centers (“FRCs”) at McPherson, Napa Junction, Phillips, Shearer, and Snow Elementary Schools. FRCs bridge the gap between home and school. They provide full wrap-around service support for families. FRCs support Parent University which engages parents in school health and wellness efforts and provide parents with the knowledge, skills, and support needed to maintain their children on the path of health, wellness, and academic success. These services are strategically located so that all NVUSD parents/legal guardians can access services provided through the FRCs. Safe Transportation / Safe Routes to School Program The School District collaborates with the Napa County Bicycle Coalition and participates in the Safe Routes to School Program, which ensures that elementary and middle school students can safely navigate their way to school. Recognizing that not all students are driven to school by their parents due to work commitments, this program addresses and removes barriers to safe walking and biking. Initiatives such as walking school buses and community rides offer family- friendly opportunities for students to experience biking in a positive, group setting. By promoting these safe routes, we aim to help students avoid potential threats, including gang-related activities in the community. Youth Development / Leadership Skills Programs Through partnership, the School District provides youth leadership development programs that foster positive relationships, increase healthy choices, and develop leadership skills. These program options foster student engagement and support, which contribute to protective factors such as enhanced self-esteem, improved relationships with peers, teachers and school, and parents/caregivers, and the ability to resist pressures to join gangs while focusing on future goals, including college and vocational careers. 1. Mariposa and Bridging Brothers serve over 150 youth across 10 middle and high schools in Napa and American Canyon. Mariposa is a girl empowerment initiative with an emphasis on Latino culture and is implemented in all middle and high schools across the district. Bridging Brothers is a program designed to support young men and aims to be introduced in the coming year at all locations where Mariposa is offered. 2. The School District partners with On the Move to support The Neighborhood Initiative which aims to build a neighborhood in Napa where every child can claim a future in which all possibilities are real and attainable. We do this by increasing educational outcomes for children and youth, engaging families to empower themselves and their children, and developing community leadership. The most common demographic in the Initiative is first generation Latino children, youth and families. The Initiative runs four core programs on different sites and a common thread linking all of the programs is a 128 | Pa ge “Pipeline of Success” in which each program builds upon the next in order to show the leadership development and growth of the youth over time. a. Elementary School Leadership Academies at McPherson and Phillips Shearer Elementary Schools and Shearer TK-8 School b. A Middle School Leadership Academy at Silverado Middle School c. A High School Leadership Academy at Napa High School d. Family Resource Centers at both McPherson and Phillips Elementary Schools 3. Joven Nobel Con Palabra: Starting in 2024-2025, the district will partner with National Compadres Network and the Napa Valley Education Foundation to provide a three-day in-person training to all NVUSD social workers and counselors. Upon completion, staff will receive the Joven Noble Con Palabra Curriculum Certificate which allows staff to provide a youth leadership development program that supports and guides youth by focusing on the prevention of substance abuse, teen pregnancy, relationship violence, gang prevention and school failure. Napa County Probation Officers will join NVUSD in this training. New Graduation Requirements Effective Starting in 2024-2025 In October 2021, the state of California passed AB101 which requires school districts to add a one-semester course in ethnic studies to the graduation requirements beginning with the graduating class of 2029-30. To meet this graduation requirement, the NVUSD Board of Education reviewed various options and ultimately approved changes to the high school graduation requirement policy beginning with the Class of 2028. The policy includes the adoption of a stand-alone, one-semester Ethnic Studies course and a stand-alone, one- semester Health Education course in ninth grade. These two courses will support students transitioning from 8th to 9th grade. Ethnic Studies courses have proven to support higher attendance rates, increased engagement, lower disciplinary incidents, and improved academic achievement, especially for at-promise youth. The addition of a health course is aimed at improving NVUSD’s ability to implement the California State requirements for health education supporting student social, emotional, physical and mental well-being by developing life-long skills and habits. Gang Awareness Night In April 2024, the District had planned a “Gang Awareness Night” with the Napa County Probation Department, but, due to unforeseen circumstances, this event was cancelled. We plan to hold this event during the 2024-2025 school year instead. At this event, parents learn the common indicators of gang involvement, proactive measures to support children, strategies for intervention, and the many resources available to help support our young people. The NVUSD Board of Education adopted Vision 2024 and a new Strategic Plan in June 2024. One of the 15 strategies is focused on the development of “a comprehensive approach to improvement in school and district safety”. As the District implements this plan, we will look to strengthen and expand our support of student safety and parent engagement through prevention and intervention. 129 | Pa ge First, regarding Finding 5, we would like to note that the Napa County Office of Education (NCOE) has extensive programs in partnership with all five school districts in the county to provide and support after school/expanded learning programming. NCOE directly runs the current COOL School expanded learning programs at the following elementary schools: Alta Heights, Bel Aire Park, Northwood, Phillips Snow, Shearer, and Vichy. Programs are open every school day until 6PM and during winter and summer breaks. The program aligns with the school day curriculum and includes social- emotional learning, enrichment activities, STEAM, sports and active recess, and provides a healthy snack. The program also includes daily time for homework support and reading. The remainder of the elementary schools in the County have afterschool programs provided by the Boys and Girls Clubs and district-run programs. NCOE directly runs ACE programs at Silverado Middle School and Calistoga Junior/Senior High school as well as the middle school grades.at Shearer; the remainder of middle schools are served by Boys and Girls Clubs. Additionally, there are Community School programs designed to provide wrap-around support services to those students most in need at McPherson, Phillips, Shearer, Snow, Silverado, Valley Oak, Calistoga Elementary and Junior/Senior High, Howell Mountain K- 8, Pope Valley K-8, and Camille Creek. Additionally, all middle and high schools are served by the Mariposa program, which is dedicated to addressing the needs of Napa's youth by offering essential social-emotional support in a safe environment that promotes growth and leadership. A majority of participants in Mariposa are Latinx girls with additional representation from students of color and those who identify as LGBTQ+. Over the last three years, interested students have also had the opportunity to participate in Ballet Folklorico, connecting with their heritage and culture. While our programs target students who are most at risk of gang involvement, participation is voluntary, and we recognize that those students are not always as likely to attend. We have cultivated strong partnerships with school district administrators, nonprofit and community organizations, and we are redoubling our efforts to more effectively collaborate with law enforcement, SRO's, probation and other agencies that deal with gangs, to assist us in identifying the students most at risk and finding incentives to encourage their participation in our programs. To that end, we will be holding a meeting on September 5 with representatives of all relevant agencies, non- profits, school districts, and others who might be able to assist us in developing a strategic plan for expansion and improvement of gang prevention and parental education programs. As a result of this meeting, it is anticipated that a countywide strategic plan will be developed and circulated by the end of September 2024 and program implementation will begin by December 31; as recommended.
R2:
By the fall of 2025, Napa Valley Unified School District and Napa County Office of Education restore free high school vocational curriculums (CTE- Career and Technology Education) and partner with local industries to align their course offerings with labor market needs. As mentioned above, vocational curriculum, which has been relabeled Career Technical Education or “CTE,” has not been eliminated within the School District. We support Career Technical Education in all five high schools, and all CTE programs include 130 | Pa ge industry-aligned classes and programs. CTE course offerings available at district high schools from the 2023-2024 school year include the following: 1. American Canyon High School Business, Culinary Arts and Hospitality, Education, Sports Medicine, Sustainable Construction 2. Napa High School Engineering and Robotics, Manufacturing and Product Development, Medical Science, Sustainable Construction 3. New Technology High School Digital Design 4. Valley Oak High School Design, Visual and Media Art 5. Vintage High School Agriscience, Animal Science, Business, Culinary Arts and Hospitality, Multimedia Production, Printing and Graphics, Woodworking The alignment of college and career readiness is a priority of the Board of Education and staff as evidenced in the new NVUSD Vision 2040 and Strategic Plan. During the 2023-2024 school year, NVUSD partnered with one of the leading National organizations in CTE who supported the evaluation of our current CTE programs. As a result, NVUSD is redesigning the CTE programming in order to align with industry demands and position students to have a competitive advantage in the current regional workforce. This work is led by the District’s College and Career Leadership Team that includes Executive Cabinet, site leaders, CTE and general education staff, TK-12 parents, as well as students. As a first step, we transitioned all CTE teachers to our District from the Napa County Office of Education and provided summer professional learning. We also applied for a $2 million grant through the Golden State Pathways Grant to support the alignment and expansion of CTE over the next 3-5 years. Agriculture Innovation Center The district was awarded the K12 Strong Workforce Program Round 6 Grant for the Agricultural Science Innovation Center at Vintage High School. The district was one of 33 Local Education Agencies (“LEAs”) funded out of 55 total applicants and was awarded $755,496 (see Bay Area
R3:
By December 31, 2024, HHSA work in conjunction with the Commission on Aging, the Elder Abuse Task Force, and Healthy Aging Population Initiative (HAPI) to develop and implement a comprehensive communication plan aimed at both the elderly and the wider community. The objectives of this plan are to break down barriers for elder support, increase community engagement and inclusion, educate the community on recognizing and avoiding financial scams, and increase the awareness and understanding of elder abuse. The recommendation requires further analysis. 117 | P age HHSA participates in the Commission on Aging meetings, Elder Abuse Task Force meetings, HAPI meetings and various NOAA workgroup meetings. HHSA appreciates the ability to work in conjunction with these groups and individuals to enhance communication on these important issues. The Director also incorporates prior responses which explain that Providence serves as the County's Information & Assistance (I&A) provider. Therefore, they are a critical and central player in the development of any communication plan since the goal is to direct residents to a single point of contact for older adult services and resources. Similarly, it is important for HHSA to work in collaboration with our AAA Executive Director, particularly as an ADRC is being pursued to ensure alignment of messaging and effort. At the same time, consistent with HHSA's prior Strategic Plan for 2020-2023 and our current Strategic Plan for 2024-2026, we have dedicated resources to building awareness of programs and services through increased communications. In 2022, HHSA began publishing a quarterly 'Be Well' publication and in 2023, HHSA was fortunate to add a Communication Manager to support enhanced communications across all mediums. That position has been recently filled as of July 1, 2024. In the Summer 2024 Issue of 'Be Well,' an article was included that shared information about our APS program, elder abuse, and how to recognize and report suspected elder abuse. With June being Elder Abuse Awareness Month, it is a natural and appropriate time to elevate awareness through a targeted communication plan. HHSA's Communications Manager will work with APS staff to carry out a multi-media campaign to elevate awareness and understanding of elder abuse. It is anticipated that this will include radio spots, informational pamphlets, mailers, and a social media campaign. As mentioned previously, HHSA staff are already working with Providence to create a video that will be distributed online and through social media which will provide information on the I&A Program, how to access information, and where services are located. HHSA also recently added an APS Social Worker Supervisor to enhance programming, including additional community outreach, communication, and education in collaboration with HAPI, the Commission on Aging, and the Elder Abuse Task Force. Finally, HHSA is in the process of contracting with Wine Down Media to support agencywide communications about its many programs, services, and relevant topics, and focusing on older adults is necessarily included in that investment. The Board of Supervisors agrees with the Director of Health and Human Services Agency.
R4:
HHSA continues ongoing work with the District Attorney’s Office and nonprofit organizations to develop and enhance scam awareness and promote prevention campaigns. The objectives of these campaigns are to assist the elderly to recognize and avoid potential scams and know how to respond if faced with one. The recommendation has been implemented. On June 28 of this year, the Napa County District Attorney's Office, along with Molly's Angels of Napa Valley, and HHSA, hosted the S.A.F.E. (Seniors Against Financial Exploitation) workshop. 118 | P age This event highlighted the collaboration between agencies working to prevent and address financial exploitation of older adults in Napa County. The morning session was open to older adults in the community and focused on financial abuse and scam prevention as well as healthy aging. Among the presenters were APS staff, the Long- Term Care Ombudsman, law enforcement, a gerontologist, and a panel of older adults who have experienced financial abuse. As mandated reporters, financial institutions play an important role in identifying and reporting abuse, and therefore, the afternoon session was geared toward staff from local financial institutions and focused on providing them information as to how to identify and report suspected financial elder abuse. The event was a success with over 150 older adults in attendance and over 50 institutions represented. The feedback solicited about the event was very positive and there is interest in making this event an annual occurrence. The Board of Supervisors agrees with the Director of Health and Human Services Agency.
R5:
Beginning July 1, 2024, Napa County HHSA proactively increase their involvement in the California Master Plan for Aging to help shape future programs and be more aware of resources and grant availability. The recommendation has been implemented. By way of background, the California Master Plan for Aging (MPA) is a broad set of initiatives providing opportunities for local government agencies, AAAs, community-based organizations, and other healthcare providers to meet the needs of an aging population. The MPA sets forth five goals: Housing for all Ages & Stages; Health Reimagined; Inclusion & Equity, Not Isolation; Caregiving that Works; and Affording Aging. Within each of the five goals are four to six strategies that address Transportation, Elder Abuse, Caregiving, Income Security, and more. First and foremost, it should be noted that HHSA has been at the forefront of providing the foundation to help shape these priorities for Napa County. As previously noted, HHSA worked directly with our community-based organizations and Commission on Aging staff to help bring the multi-year NOAA to fruition. Both the Director of HHSA and staff from the County Executive Office are part of the Project Oversight and Support Team and HHSA staff also participate in the Steering Committee, and over $400,000 in total funds from the County and HHSA (through the strategic alignment of Mental Health Services Act (MHSA) funding) has been leveraged to make the NOAA possible in the first place. This work is being carried out thoughtfully in conjunction with our AAA Executive Director to help ensure alignment since the AAA plays a critical role and is required to develop a separate Four- Year Area Plan for Napa and Solano counties. Second, HHSA also worked strategically and collaboratively to align the priority areas from its recently completed Community Health Assessment (CHA), done in conjunction with Providence, with the NOAA. Both the CHA and NOAA were presented to the Board of Supervisors on April 24, 2024. The presentation highlighted the fact that five priority areas emerged through our CHA and NOAA, consisting of Housing, Economic Stability, Access to Health Services, Racial Equity & LGBTQ Inclusion, and Behavioral Health, and within those areas, issues that were further elevated by the NOAA included Transportation, Fall Prevention, Food Access, Access to Dental 119 | P age Care, and Communications/Digital Inclusion. Noteworthy is the fact that these areas align with the priorities in the MPA. Beyond an obvious alignment with our CHA and NOAA to the MPA, is the fact that HHSA, using the CHA and NOAA, is developing a Community Health Improvement Plan (CHIP) with the input of community stakeholders. Our CHIP is being operationalized through the launching of a multi- pronged funding opportunity leveraging MSA, MHSA, and Opioid Settlement Funds resulting in 36 contracts to community-based providers. A total of approximately $10.8 million in contracts that span two and three years each are directed specifically at community health, with $3 million of the $5 million in MSA funds directed at services for older adults. HHSA presented a summary of these investments and their alignment to our CHA, NOAA, and CHIP to the Board of Supervisors on June 4, 2024. This evidences that HHSA is aware of the available resources and has been very involved in addressing the priority areas in the MPA vis-à-vis our local work on our CHA, NOAA, and CHIP. Further, a critical program within HHSA is our IHSS program. Effective May 2024, with the unanimous support of our Board of Supervisors, HHSA was able to increase the wages paid to our IHSS providers to $20 per hour for the essential caregiving support they provide to older and disabled adults allowing them to remain in their homes. This was a significant increase from $17.45 per hour and reflects the strategic investment by the County to help bolster caregiving resources in our community, including the provision of care by friends and family, all in alignment with the goals and strategies of the MPA. HHSA also works collaboratively with Solano County as part of our Napa-Solano AAA. The Director of Napa County HHSA, in partnership with the Director of Solano County Health and Social Services, prioritized the recent addition of a new position within the AAA to enhance the staffing infrastructure. The additional staffing, which we anticipate being filled within the next six months, will help our AAA assist with the MPA work in Napa County, explore and develop new programs, including creation of an ADRC, and, as both counties have discussed, assist in writing grant proposals relating to aging services for both Solano and Napa County. Finally, with this new Fiscal Year 2024-2025, HHSA added an HHSA Management Analyst position to the Agency. This position will report to the Director of HHSA and among the many Agencywide priorities, this position will be dedicated part-time to help bolster the support of the NOAA work, work with the AAA Executive Director and Deputy Director of HHSA-CSOA division, and community-based organizations to help support the provision of older adult services in Napa County. It is this type of forward thinking, marshalling of resources, and overwhelming investment in services by HHSA and the County that positions us well to continue meeting the needs of our aging population. The Board of Supervisors agrees with the Director of Health and Human Services Agency. 120 | Pa ge
R6:
Beginning July 1, 2024, law enforcement establishes periodic training that reinforces how to recognize and report elder abuse. This recommendation has not yet been implemented. The Napa County Sheriff's Office will work to implementing a tracking system for periodic trainings that reinforces skills and best practices in several topics, including elder abuse. The Sheriff's Office is committed to providing a well-trained and prepared work force to keep Napa County safe. In addition to the training that Deputies already receive related to elder abuse through the Police Academy and the Field Training Program, in 2019 the legislature passed, and the Governor signed, Senate Bill 338. SB338 created more policy mandates for law enforcement related to elder abuse and added a mandate for a minimum of 2 hours of training. The Napa County Sheriff's Office has implemented the requirements of SB338, reflected in the Sheriff's Office's Senior and Disability Victimization Policy, specifically Policy #317, which is a comprehensive policy that is 15 pages long and covers all recommendations described in SB338. In addition, all Deputies, after the Police Academy but prior to starting the Field Training Program, receive training on elder abuse as part of a series of training videos produced by the California Commission on Peace Officer Standards in Training (POST). Patrol Deputies, throughout their careers, will receive refresher trainings, known as "line-up training" or "briefings", headed by their supervisors, on a variety of topics to help refresh and sharpen their skills; these trainings often include topics related to elder abuse. Further, all Deputies are required to read and understand the policies of the Sheriff's Office and the Senior and Disability Victimization Policy provides an easily available resource - in addition to Sheriff's Office leadership - to any Deputy needing a refresher or guidance related to elder abuse at any time. The Sheriff's Office recognizes the importance of promptly identifying, preventing, and addressing elder abuse in all its forms and is committed to ensuring that all Sheriff's Deputies are proficient in doing so. Accordingly, the Sheriff's Office will remind supervisors to include elder abuse as part of their regularly scheduled training programs, which will focus on reinforcing how to recognize and report elder abuse. The recommendation has not yet been implemented, but will be implemented in the future. City of Napa The State of California Commission on Peace Officers Standards and Training (CA POST) has established training guidelines for law enforcement personnel as it relates to incidents of reported or discovered elder and dependent adult abuse. The initial training for Napa Police Officers is handled by the CA POST certified Basic Law Enforcement Academy, pursuant to California Penal Code §13515.295 (identified by CA POST as Learning Domains LD-7: Crimes Against Persons/Death Investigations and LD-37: People with Disabilities). Additional training comes in the form of participation in the POST certified Napa Police Department Field Training Program, through on-the-job-experience, and advanced officer training. The City of Napa Police Department has continued to offer training in this area in a limited capacity, but recognizes the importance of the Grand Jury's recommendation to establish a more formal program for periodic training on this topic. 121 | Pa ge By August 1, 2024, the Napa Police Department Professional Standards and Training Unit will identify and assign a 2-hour CA POST multimedia refresher training to re-affirm a baseline level of knowledge for City of Napa Police Department sworn Police Officers and designated professional staff to ensure employees can properly identify and respond to reports of elder and dependent adult abuse in our community. This individual self-paced training will be documented using the CA POST PASs system and completed by assigned on-duty personnel by September 30, 2024. Additionally, the City of Napa Police Department will ensure departmental policy is updated and clarified. By August 1, 2024, the Napa Police Department Professional Standards and Training Unit will identify dates to conduct in-person review of department policy (City of Napa Police Department General Orders §319 - Senior and Disability Victimization) and regional reporting procedures with on-duty sworn personnel. This in-person training will be documented using Napa Police Department training rosters and will be completed by October 31, 2024.
R7:
By September 30, 2024, HHSA develop plans for hiring additional social workers and mental health professionals to meet the growing demand of the increasing elderly population. This recommendation has been implemented. While we recognize that the growing elderly population will require increasing staffing to meet their needs, we already have the requisite mechanisms in place to increase that staffing as circumstances change. Since 2017, HHSA has expanded the number of APS social workers from four to seven. Just this year, an additional Social Worker Supervisor was added to support the growing unit and resource increased outreach, training, and education on elder abuse. Our caseloads in Napa County are consistent with comparable counties, and we continue to maintain excellence in timeliness standards. The Grand Jury astutely recognizes that responding to and preventing elder abuse exists in a broad context and array of services and therefore, responding to the needs of a growing older adult population requires more than planning for additional staffing. By way of background, the mental health services directly provided by HHSA for older adults includes our Older Adult Full-Service Partnership (OAFSP) program where the overall goal is to divert adults with serious mental illness (SMI) to be maintained in the community living as independently as possible. HHSA also provides case management support to older adults who are conserved and non-conserved. Our OAFSP program provides clients with assistance with housing, linkage to employment and education, linkage to medical services, caregiving resources, social security, transportation, food resources, and any other identified barriers. The embedded unit within our CSOA division is staffed by a Supervising Mental Health Counselor, four Mental Health Counselors, and one Senior Mental Health Worker. Although there is currently one vacancy, HHSA, in conjunction with its Behavioral Health division leadership, continually evaluates staffing needs to ensure programs are appropriately and efficiently 122 | Pa ge resourced. HHSA will bring forward any needed requests for staffing in the normal course of business. It is worth noting that HHSA also supports the provision of mental health services to older adults through numerous contracts with community-based providers. As previously explained, one of the many funding opportunities HHSA has made available over the years has included MSA grant awards and Requests for Proposals (RFPs) for services supported by MHSA funding. Through the MHSA RFP process, HHSA has been intentional in supporting community-based programs that support mental health services to older adults reflected in contracts totaling almost a million dollars over the next two years. These programs include Molly's Angels Comprehensive Assistance and Resources for the Elderly (CARE) program which will reduce social isolation and depression among older adults through wrap-around supportive services, Mentis' "Healthy Minds, Health Aging" program that provides therapeutic intervention for adults 60 years of age and older, a contract with Mentis to help implement Napa County's Strategic Plan for Suicide Prevention with benefits to older adults, and Up Valley Family Center's Senior Wellness Program providing individual and group counseling for older adults. While HHSA maintains staffing resources we are also continuously aligning and leveraging funding to meet the mental health and social service needs of Napa County's older adults in other ways. The Board of Supervisors agrees with the Director of Health and Human Services Agency. 123 | Pa ge HITTING THE RESET BUTTON: ADDRESSING GANGS Report Date: 4/10/2024 Response Date City of Napa: 6/18/2024 (69 days) Response Date Napa County Sheriff/District Attorney: 7/3/2024 (84 days) Response Date Board of Supervisors: 8/6/2024 (118 days) Response Date Napa County Probation Department: 8/6/2024 (118 days) Response Date NVUSD: 8/7/2024 (119 days) Response Date NCOE: 8/14/2024 (136 days)
R8:
By September 30, 2024, the City of Napa Police Department create a succession plan for the Community Service Officer role in the Juvenile Diversion Program, including program expansion. City of Napa This recommendation will not be implemented because it is not reasonable. The City of Napa Civil Services Rules govern how vacancies are filled and require a thorough, fair and competitive process, and therefore the City cannot pre-designate a replacement for any classified position. However, the City of Napa appreciates the Grand Jury's recognition of the importance of continuity in the Community Service Officer role in the Juvenile Diversion program and has created methods to document processes and procedures, and ensure that all program staff are knowledgeable about the services provided. Further, the City of Napa and the Police Department are supportive of professional growth for all employees and have expanded access to internal and external development trainings and will continue to do so to allow for multiple staff to seek promotion or transfer into the Juvenile Diversion Program as positions become available.
R9:
By December 31, 2025, the Napa County Sheriff, the City of Napa Police Department, the City of St. Helena Police Department, the City of Calistoga Police Department, the District Attorney’s office and the Napa County Probation Department create an integrated data collection system to improve the efficiency of trend monitoring associated with gangs and gang crimes. City of Napa This recommendation requires further analysis. With the dissolution of the CALGangs data system (AB90 - 2017), each law enforcement agency in Napa County now maintains their own data on criminal behavior in each community. Currently, Napa Sheriff's Office and Napa Police Department share a records management system (Mark43) that allows law enforcement staff to see unrestricted criminal data. These agencies are the larger agencies in our County and account for most of the criminal and gang related activity. Other agencies maintain their own records, but information is also shared among all agencies as needed. By October 1, 2024, the City of Napa Police Department will collaborate with partners at the Napa Sheriff's Office, St. Helena Police Department, Calistoga Police Department, District 142 | Pa ge Attorney's Office and Napa County Probation to review current data collection systems and develop a joint recommendation on options for replacement or improvements to assist law enforcement in monitoring gang activity trends. The Police Chief will report outcomes of this collaborative effort to the Napa City Council. Napa County Sheriff and District Attorney The District Attorney and Sheriff will not be able to implement this recommendation. Creating an "integrated data system" for the purposes described by the Jury would meet the definition of a "shared gang database" as described in California Penal Code 186.34 (a) (4) and therefore trigger all of the restrictions and limitations created by the 2017 bill that became law, AB-90, including control from the California Department of Justice. Further, it would fall under Part 23 of Title 28, Code of Federal Regulation which contains the onerous implementing standards for operating multijurisdictional criminal intelligence systems. California Penal Code section 186.34(c) (1) creates additional burdens on law enforcement wishing to utilize a shared gang database, including the requirement that, before designating or identifying a person in the database, the local law enforcement agency must "provide written notice to the person, and shall, if the person is under 18 years of age, provide written notice to the person and the person's parent or guardian, of the designation and the basis for the designation[.]" Each agency must also provide the person information on how to petition to have their information removed from the database. The statute additionally sets forth provisions related to information requests by designated persons as well as mandatory agency responses, including time limitations for agency response. The administrative burdens and bureaucratic process of running such a system would place the agencies included by the Jury's recommendation in a costly and time-consuming endeavor that would be sure to create significant "intelligence gaps" of information, which defeats the purpose identified by the Jury. To put it simply, maintaining a legal shared gang database under the laws and regulations as they are today is a much more regulated, complicated and onerous task than it was in decades prior. As mentioned in our response to Finding 7, however, the Napa County law enforcement community is relatively small and the relationships are well established, making collaboration and resource sharing an asset during any gang related criminal investigation. Like the Jury, the Napa County Sheriff's Office and District Attorney's Office are concerned about gang activity in Napa County. We are dedicated to addressing the issue of criminal gang activity, including that which involves Napa County youths, as well as to sharing information with all agency partners. Napa County Probation Department The recommendation will not be implemented because it is not warranted or is not reasonable. While Napa County Probation is dedicated to community safety and rehabilitation of offenders, legislative changes have shifted the landscape of data collection specific to gang activity. These changes include the dissolution of the CALGangs data system in 2017 with the passage of AB 90. In addition to dissolving CALGangs, AB 90 imposed increased restrictions and limitations on 143 | Pa ge data collection. An integrated data system, as recommended, is subject to the provisions of Penal Code Section 186.34(a)(4) and Part 23 of Title 28 of the Code of Federal Regulation, which aim to ensure the protection of constitutional rights (civil rights and civil liberties) and further an individual’s reasonable expectation of privacy. The current laws and regulations require significant costly systems and procedural burdens that would be challenging to implement. Napa County is unique in its collaboration between departments. Our law enforcement departments have built solid relationships over time that allow for effective communication and partnerships. Napa County Probation has a dedicated gang officer in both its adult and juvenile probation units, focusing on the accountability and rehabilitation of known gang offenders. These officers work in concert with local law enforcement regularly to share information, address issues and concerns that arise, and communicate about trends in gang activity. The Napa County Probation Department is grateful to our local law enforcement agencies, who regularly collaborate and participate in fieldwork with probation officers to enhance community safety as it relates to gang activity. The Board of Supervisors agrees with the Chief Probation Officer. 144 | Pa ge
R15-20:
industry and community partners who advise District staff on current industry standards. Additionally, NVUSD staff established foundational partnerships with economic, workforce and educational partners, such as the Economic Development Division of Napa, Workforce Alliance of the North Bay, Yountville and Napa Chamber of Commerce during the 2023-2024 school year. The Executive Director of the Workforce Alliance of the North Bay is a member of the NVUSD College and Career Readiness Leadership Team that meets monthly. NVUSD will formalize these relationships through the development and launch of the Economic, Employment, Education Collaborative (“E3 Collaborative”). The E3 Collaborative brings industry partners, commerce, workforce, K-14 education together in support of a shared vision to create a talent pipeline in high wage, high demand local and regional industries and support students' career goals. Napa County Office of Education (NCOE) The Napa County Office of Education launched the Napa County Collaborative (NCC), in 2022, a regional partnership composed of K-12 partners, higher education, local government, business and community partners. The committee formed to align career readiness and workforce development with the goal of building a relationship infrastructure for ongoing work together. By braiding our approaches and combining resources we will meet the needs of our region and expand diverse opportunities for students. The NCC meets bi-monthly and hosts a yearly meeting to review CTE pathways and labor market information as well as make suggested changes to curriculum and equipment that meets labor market needs. We will continue to expand this work, incorporating additional community partners and ensuring we are addressing the needs of all students with engaging hands-on opportunities and internships. A new opportunity has become available to introduce middle school students to trade careers such as electrical, plumbing, HVAC, welding, and others. A non-profit established by former State Superintendent of Public Instruction Tom Torlakson will provide field trips to eighth graders, so that they can learn about the opportunities in these careers, including apprenticeships, while they are studying to learn the trade so that they leave after completing their studies with a certification AND a bank account, instead of debt accrued during 4 or more years of college. This is an attractive option for many students and families, and an option they may not be aware of. We piloted this program in the spring by taking 7th and 8th graders from Howell Mountain and Pope Valley to the electrical apprenticeship program in Napa. The students were very excited about being there, and they left with a great deal of information about the program and the salaries earned by certified electricians! The directors of these apprenticeship programs have offered to speak to parent groups so that parents understand the economics of being certified in a trade, so that the parents don't automatically discourage their children who express interest in these career fields. 136 | Pa ge
Findings & Recommendations
9 findings
F1:
The Jury found that Napa County has many dedicated people in county agencies and nonprofits who are working hard to help the elderly age gracefully.
Related Recommendations (1)
R1:
By September 30, 2024, HHSA develop and annually distribute a simple, brief card or letter to all mandatory reporters in Napa County. This form would inform them of their reporting responsibilities, and how to report and link to online resources for additional information.
F2:
The Jury found that no one appears to be accountable for ensuring that all mandatory reporters know their responsibilities. Many do not have sufficient training to identify elder abuse. Many may not know the correct procedure for reporting elder abuse, exposing them to liability for failing to report.
Related Recommendations (1)
R2:
By December 31, 2024, HHSA develop a "Healthy Aging Guide" for Napa County to aid the elderly, families, and caregivers in understanding how to better assess their needs and locate the available resources. Such a guide needs to go far beyond the simple list approach of the current Napa County Aging and Disability Resource Guide. HHSA should utilize county partners such as the Library and County Communications staff as well as other avenues to distribute this to the people who need the information.
F3:
The Jury found that the constellation of services available to the elderly is broad and complex making it a challenge for some people to find the resources they need.
Related Recommendations (1)
R3:
By December 31, 2024, HHSA work in conjunction with the Commission on Aging, the Elder Abuse Task Force, and Healthy Aging Population Initiative (HAPI) to develop and implement a comprehensive communication plan aimed at both the elderly and the wider community. The objectives of this plan are to break down barriers for elder support, increase community engagement and inclusion, educate the community on recognizing and avoiding financial scams, and increase the awareness and understanding of elder abuse.
F4:
The Jury found that information sources and service delivery are often online. Ongoing efforts to get technology into the hands of the elderly is hampered by their lack of computer literacy resulting in a continuing need for in-person information and services.
Related Recommendations (1)
R4:
HHSA continues ongoing work with the District Attorney's Office and nonprofit organizations to develop and enhance scam awareness and promote prevention campaigns. The objectives of these campaigns are to assist the elderly to recognize and avoid potential scams and know how to respond if faced with one.
F5:
The Jury found that services such as Providence Home Health Napa "Caregiver Resources" and "Information and Assistance" exist to meet the needs of the elderly and their caregivers. These services appear to be underutilized.
Related Recommendations (1)
R5:
Beginning July 1, 2024, Napa County HHSA proactively increase their involvement in the California Master Plan for Aging to help shape future programs and be more aware of resources and grant availability.
F6:
The Jury found that more outreach is needed to make the community aware of elder abuse and available services.
Related Recommendations (1)
R6:
Beginning July 1, 2024, law enforcement establish periodic training that reinforces how to recognize and report elder abuse.
F7:
The Jury found that an affluent population makes Napa County particularly vulnerable to elder financial scams. Experts predict that emerging artificial intelligence technologies will make financial scams a bigger problem. The best deterrent to this type of fraud is for potential victims to have the capability and strategies to identify them beforehand.
Related Recommendations (1)
R7:
By September 30, 2024, HHSA develop plans for hiring additional social workers and mental health professionals to meet the growing demand of the increasing elderly population.
F8:
The Jury found that the elderly population in Napa County is increasing. As the elderly population increases, the demand for resources needed to keep them safe will also increase. Additional social workers and mental health therapists will be needed in the county.
F9:
The Jury found that law enforcement training on how to identify and report elder abuse is limited. COMMENDATIONS The Jury explored the humanitarian work of local Community Partner nonprofit organizations providing vital services to the disabled, elderly and those in need. The Jury recognizes their invaluable contribution to the community and commend the dedication of all those who work diligently and volunteer so generously.
Findings & Recommendations
10 findings
F1:
Napa County has only one full-time Fire Plans Examiner. After this report was written, the Jury learned that the department had hired a second Fire Plans Examiner. The County Executive Officer and Fire Administrator agree with the finding. An additional Fire Plans Examiner position was recommended and authorized in the FY2023-24 annual budget. This position was recruited and hired on March 4, 2024. This addition has significantly bolstered our capacity to review and approve building permit applications in a timely manner, thereby addressing the backlog previously identified. The Board of Supervisors agrees with the County Executive Officer and Fire Administrator.
F2:
All Napa County building permits must be approved by the Fire Plans Examiner. The County Executive Officer and Planning Building and Environmental Services Director agree with the finding. The Fire Marshal agrees with this finding. The Fire Plans Examiner’s role is pivotal in ensuring that all construction plans adhere to stringent fire safety regulations to safeguard public health and property. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F3:
As a result of staff shortages, projects throughout the county are delayed and customers are in a holding pattern pending approvals for extended periods of time. The County Executive Officer and Planning Building and Environmental Services Director agree with the finding. To mitigate delays caused by staffing shortages, we have initiated cross-training programs for additional staff members, including the Fire Marshal and Deputy Fire Marshals. This proactive measure ensures that there is adequate coverage during absences or peak workload periods. Furthermore, engaged third-party reviewers can assist as needed, ensuring continuity in our service delivery. 90 | P age The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F4:
The Jury found that an annual golf tournament held in Napa County has consistently been allowed to not comply with the permit application rules. The County Executive Officer and Planning Building and Environmental Services Director disagree with the finding. The annual golf tournament is not considered a Temporary Event and therefore not subject to the County’s Temporary Events License Permit and related review procedures, and submittal and processing deadlines. The annual golf tournament is reviewed and authorized under a Site Plan Approval, which is governed by the Use Permit for the Resort that has been in place since 1964. The Board of Supervisors agrees with the County Executive Officer and the Planning Building and Environmental Services Director.
F5:
The Napa County permit matrix to be a complex five-page document that is confusing to the average applicant. The County Executive Officer and Planning Building and Environmental Services Director partly disagree with the finding. The permit matrix was intended to be an internal guidance document for staff to facilitate their review of building permit applications. It was not intended for public use and as such was not written in layman’s terms. As part of the goals for the Building Division for fiscal year 24/25 detailed above, Staff will be reviewing the information and content on the web site and preparing enhancements to the available documents that will provide a better understanding of the permitting process. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F6:
The PBES is currently without a formal process for customers to provide feedback, either in person or on the website. The County Executive Officer and Planning Building and Environmental Services Director partially disagree with the finding. Staff has conducted one-on-one meetings and group discussions with industry professionals and builders regarding the permitting process this past year in order to obtain feedback regarding our online digital permitting process. This approach not only provided us feedback on the process of permitting it also gives the building staff an educational opportunity to discuss 91 | P age particular permitting requirements and develop productive relationships with the design and building construction community. The Building Division intends to expand upon these efforts to conduct surveys of the permitting process which will be sent out to applicants who have used the system in the past year. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F7:
The PBES does not assign specific field inspectors for entire projects leading to potential conflicting opinions about required corrective actions. The County Executive Officer and Planning Building and Environmental Services Director partially disagree with the finding. Building inspectors are assigned to a mapped district. Every effort is made to have the same inspector conduct inspections for the same project; however, individual inspectors may be unavailable. As such, rather than delay the progress of construction, other inspectors may be called upon to provide a timely inspection. Additionally, workload in one area may be greater, so two inspectors may be needed to cover the demand for that district. With that said, the inspectors strive for consistency and are all trained on the California Building Code. With regard to inspections related to correction notices, on occasion an inspector may not be available for a follow-up inspection, and a different inspector may be assigned to conduct the inspection. The inspector will typically focus solely on the items the prior inspector noted and confirm those they have been corrected. If they see additional items that the prior inspector may have inadvertently overlooked, they are advised to honor the prior inspector's corrections unless they observe a life safety violation. The Board of Supervisors agrees with the County Executive Officer and Planning Building and Environmental Services Director.
F8:
County emergency notifications using the alert technology Everbridge are not reliably reaching all enrolled citizens, and it is unknown exactly how many residents are receiving messages. The Board of Supervisors and the Sheri agree with the finding. ff However, the County is interested in understanding the evidence the Jury used to support this finding that not all enrolled citizens are receiving messages after the August 2023 data migration. While there are known examples of this issue from before the large data migration in August of 2023, evidence that the problem continued afterward have not been found. The Nixle system did not have a “confirm receipt” feature similar to Everbridge, making it impossible to 71 One key difference between the two systems is that messaging that solicits a response can be sent in Everbridge while Nixle does not have that capability. 102 | Pa ge conduct a comparable test with Nixle. The Board of Supervisors and the Sheri agree that the Everbridge notification system was not reliable at reaching all enrolled citizens prior to the data ff migration. It is important to note that no system can guarantee an exact number of subscribers reached for any given communication. Factors such as cell phone coverage, mobile device settings, and whether mobile devices are on or o , without power, etc., can impact message delivery. Due to these factors, Napa County OES, the CEO’s O ce, and the Sheri ’s O ce have established ff redundancy systems. These include partnerships with local radio stations, community outreach ffi ff ffi for emergency broadcast information, Genasys software for evacuations, Hi-Lo Sirens during evacuations, door-to-door notifications in evacuated areas, traditional media outlets, and social media accounts managed by Napa County, Napa Sheri ’s O ce, County fire, and municipal partners. ff ffi While Everbridge certainly damaged trust during the initial transition from the Nixle platform, the current reach and data from both test alerts and real-world alerts indicate that the technology is now working at the same level of reliability as the previous opt-in service.
F9:
The Everbridge emergency notification mobile app for phones and other mobile digital devices is not performing reliably for citizens. The Sheri , OES, Board of Supervisors, and CEO disagree wholly with the finding. During the investigation to identify why some previous Nixle subscribers were not reliably ff receiving alerts, the team discovered that the issue was related to the software “bridge” rather than a full data migration solution (as mentioned in the response to Finding 8). The team also learned that there were no reports of failures from users who downloaded and used the Everbridge mobile application. The County does not agree that the system is currently not performing reliably and would be interested in any evidence or examples of subscribers who signed up through Everbridge, or whose subscriber information was part of the large data migration in 2023, not reliably receiving messages at this time. Upon obtaining such information, the County and Everbridge can investigate and correct any ongoing issue.
F10:
The enrollment process for Everbridge is cumbersome and not well understood by the citizenry. The Board of Supervisors and the Sheri agree with the finding. ff The enrollment process prior to January 2024 was more cumbersome. However, as part of the continuing e orts between OES and Everbridge to improve the system’s capabilities, beginning in January 2024, residents can now subscribe by simply texting their zip code to 888-777, which ff enrolls them into the Nixle platform. Everbridge now automatically ports over (data migration, not a software bridge) Nixle subscriber data into the Everbridge system on an hourly basis. 103 | Pa ge
Additional Recommendations
9
Not linked to specific findings.
R1:
By December 31, 2024, the Jury recommends that a qualified fire code plans examiner be hired to ensure the department has adequate coverage to meet the demands of the building permit submissions. After this report was written, the Jury learned that the department had hired a second Fire Plans Examiner. No Official Response received - action completed before report was completed.
R2:
The Jury recommends that PBES immediately cross-train a staff member to cover the work volume during staffing shortages or vacancies. The department should not allow a position to remain vacant for any extended length of time. The recommendation requires further analysis. 92 | P age The Napa County Fire Marshal’s Office acknowledges the importance of cross training to mitigate staffing challenges. We have commenced cross-training initiatives across various disciplines within the Fire Mashal’s Office to ensure operational continuity and minimize the impact of staffing fluctuations on our service delivery. The Napa County Fire Marshal’s office remains committed to upholding the highest standards of fire safety and efficiency in building permit processing. Within the past year, the Building Division has become fully staffed at 16 employees and will be able to cover shortages. The Building Division currently has the following staffing: • 4 permit technicians and 1 supervisor • 4 plans examiners and a 1 supervisor • 5 building inspectors and 1 supervisor While every effort is made to maintain a full staff, we occasionally experience higher or lower permitting demand based on the ebbs and flows of the construction industry. During periods of high demand, we may utilize outside contract services to help fill shortages and to adhere to permitting timelines. We agree cross training is important and have begun a process of training amongst peers as well as disciplines in the building division. Managing the fluctuations of building permits can be challenging and having staff cross trained along with maintaining a full staff is critical to allow a consistent permitting process. The Board of Supervisors agrees with the Fire Marshal, and Director of Planning, Building and Environmental Services.
R3:
The Jury recommends that PBES immediately require compliance with the 60 (50) day rule for all applicants of temporary events license permits. The recommendation has not yet been implemented. While the recommendation is directed toward the annual golf tournament at Silverado Country Club, which is regulated by a Site Plan Approval (not Temporary Event requirements), staff is currently working on an update to the Temporary Event Policy Manual which is anticipated to be presented to the Board of Supervisors in winter of 2024 for discussion and potential adoption. The update will consider revisions to application and processing timelines, establishing an enforcement mechanism, among other process improvements. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 93 | P age
R4:
By December 31, 2024, the Jury recommends that PBES initiate a comprehensive review of existing policies and procedures regarding temporary events license permits to ensure future compliance and accountability. The recommendation has not yet been implemented. Please see response to Recommendation 3. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R5:
By December 31, 2024, the Jury recommends that PBES modify the existing internal matrix into a format understandable by applicants. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. As staff are in the process of developing guidance documents to better inform the public on the building permit process, the matrix has been removed from the County’s website to prevent confusion in the meantime staff will implement these guide changes by December 31, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R6:
By September 30, 2024, the Jury recommends that PBES develop a customer feedback option, in person and online, as part of the application process. PBES should retain these records for potential performance improvement and evaluation purposes. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. The Building Division has prepared a survey of the permitting process which will be sent out to applicants who have used the system in the past year and will send out by August 30, 2024. Additionally, the survey will be sent out via email link once an applicant has completed the plan review process, and a permit has been issued. Once construction has completed, another survey will be sent requesting feedback on the inspection process and the overall experience. We will implement this automated survey by December 31, 2024. We are looking forward to receiving feedback and improving our permitting process where feasible. Staff will also continue to conduct one-on-ones and group discussions with industry professionals and builders regarding the permitting process. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 94 | P age
R7:
The Jury recommends that, whenever possible PBES send the same inspector to conduct follow-up inspections. Director of the Department of Planning, Building and Environmental Services: The recommendation has been implemented. Inspectors are currently assigned districts (as noted in the Finding 7 response) corresponding to areas in which they are responsible for inspections. Staff strives to have the same inspector out for the same project; however, inspectors are sometimes unavailable due to personal leave, like time off, sickness, or needing to care for a loved one. Other inspectors may need to fill in to fulfill a timely inspection. Additionally, workload in one area may be greater, so two inspectors may be needed to cover the demand for that district. On occasion, an inspector may not be available for a follow up inspection that they provided a correction notice on. A different inspector may conduct the inspection. The inspector will typically only be looking at what the prior inspector noted and just confirms those items are corrected. If they see additional items that the prior inspector missed, they are advised to honor the prior inspector's corrections unless they observe a life safety violation. In these rare occasions, the inspector then uses their judgement when requiring additional corrections while considering the safety of the building and its occupants. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services.
R8:
The Jury recommends that PBES immediately establish a protocol for resolving conflicting code interpretations by different inspectors on the same project. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. Building inspectors are trained under the same California Building Code and strive for consistency as described in the response to Recommendation 7. There are occasions when the Building Code may not be entirely clear, and the inspector may need to interpret the intent of the code language. When this occurs, it typically results in a discussion with the other inspectors and the Field Inspection Supervisor. In the morning before the inspectors head out for the day, inspectors will discuss code corrections from the prior day as well as review any issues that might arise with the inspections assigned for that day. This is an opportunity to promote a balanced understanding of the code across the inspection team. Currently, these discussions are organic in nature and brought up as issues come up with the individual inspector. The Field Inspection Supervisor will establish a more formal protocol to promote uniformity and consistency in this process by December 31, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 95 | P age R.9 By December 31, 2024, the Jury recommends that PBES provide mobile compatible electronic devices for each field inspector capable of reviewing plans and prior inspection notes. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. In the fall of 2023, a single iPad was issued to the inspection team to allow preliminary testing of a mobile tablet device in the field. Based on the feedback received, the testing was expanded to include the purchase and issuance of two additional tablets to the inspection staff. Subsequently, two more tablets have been requested, bringing the total number up to five (5). This will enable each of our inspectors the ability to result inspections, view previous inspection results and comments, and access digital plans while conducting their inspections in the field. It is important to note that iPads and other remote electronic devices are limited by the wireless network coverage throughout the County. The hills and valleys in the County result in some areas lacking cell coverage, preventing the devices from communicating with the permitting software at the County offices. Despite these challenges, it has been proven that an iPad or similar device is useful in most parts of the County. We will have the 5 iPads implemented by September 30, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 96 | P age NAPA COUNTY'S COMMUNICATION WITH ITS CITIZENS Report Date: 3/27/2024 Response Date Board of Supervisors: 8/6/24 (142 days) Response Date County Executive Officer: 8/20/24 (156 days) Response Date Sheriff: 8/20/24 (156 days) Response Date County Office of Emergency Operations: 8/20/24 (156 days)
R9:
By December 31, 2024, the Jury recommends that PBES provide mobile compatible electronic devices for each field inspector capable of reviewing plans and prior inspection notes. Director of the Department of Planning, Building and Environmental Services: The recommendation has not yet been implemented. In the fall of 2023, a single iPad was issued to the inspection team to allow preliminary testing of a mobile tablet device in the field. Based on the feedback received, the testing was expanded to include the purchase and issuance of two additional tablets to the inspection staff. Subsequently, two more tablets have been requested, bringing the total number up to five (5). This will enable each of our inspectors the ability to result inspections, view previous inspection results and comments, and access digital plans while conducting their inspections in the field. It is important to note that iPads and other remote electronic devices are limited by the wireless network coverage throughout the County. The hills and valleys in the County result in some areas lacking cell coverage, preventing the devices from communicating with the permitting software at the County offices. Despite these challenges, it has been proven that an iPad or similar device is useful in most parts of the County. We will have the 5 iPads implemented by September 30, 2024. The Board of Supervisors agrees with the Director of the Department of Planning, Building and Environmental Services. 96 | P age NAPA COUNTY'S COMMUNICATION WITH ITS CITIZENS Report Date: 3/27/2024 Response Date Board of Supervisors: 8/6/24 (142 days) Response Date County Executive Officer: 8/20/24 (156 days) Response Date Sheriff: 8/20/24 (156 days) Response Date County Office of Emergency Operations: 8/20/24 (156 days) F1. Since the 2016 Napa County Grand Jury report on county websites, the county has increased its senior communication staff, appointed a webmaster, and implemented improved methods of communicating with citizens for routine, non-emergency notifications. The County Executive O cer (CEO) and Board of Supervisors agree with the finding. ffi The County has taken substantial steps towards enhancing its capabilities and expanding its outreach e orts. The County has implemented several improved methods for routine, non- emergency communications with its residents. The website has been redesigned to be more ff user-friendly and informative, making it easier for residents to find the information they need. Sta regularly issue news releases to keep the public informed about county activities and initiatives. The social media presence has been significantly expanded, allowing the County to ff engage with the community in real-time and provide timely updates. Additionally, video storytelling has been embraced to convey important messages and showcase county projects and events in a more dynamic and engaging manner. In addition to producing unique video features highlighting the county, a new monthly countywide newscast was launched in April 2024. This newscast aggregates important county news, programs and services, and engagement opportunities in a format that is digestible, educational, and engaging to the public. These e orts are part of the County’s commitment to ensuring transparent, e ective, and accessible communication with all Napa County residents. ff ff F2. Napa County has made some improvements to provide timely and accurate information to citizens through enhanced website design and performance. The CEO and Board of Supervisors agree with the finding. The ongoing process of digitizing services, evaluating content, and arranging graphics is a continuous endeavor. In addition to standard website maintenance and updates, the County has undertaken several initiatives to improve user experience and access to important information. Key changes include: • Updates to the website’s terminology to make it more intuitive for users to navigate. • Streamlined top-level navigation and the addition of a “How do I?” section. • An expanded Newsroom to share timely, relevant information with residents. • Reorganized content into thematic “buckets” to streamline access to related services. 97 | P age • The launch of the ‘Open Napa County’ page under the ‘Government’ section, providing a centralized location for related public search services and enhancing public and staff user experience. Additionally, various services previously only available in paper format have now been digitized. This includes the development and implementation of digital PDF applications in several departments, with more to come. The County launched the airport runway webcam, providing real-time updates to the public, and refreshed the web presence for Health & Human Services (HHSA) behavioral health, the Planning Department, and County Fire, ensuring accurate and up-to-date information. Staff conducted an extensive review to identify outdated COVID-19 documents and incorporated initiatives such as the Affordable Accessory Dwelling Unit and Child Care Facility Forgivable Loan Programs. A version update to the County’s software platform was also completed, ensuring smooth operations and effective communication. Efforts to enhance the County’s program in search engine optimization (SEO) and analytics are ongoing. These efforts aim to expand from countyofnapa.org to include other domains and functions such as readynapacounty.org, napalibrary.org, and livehealthynapacounty.org, as well as social media and other applications. This initiative will develop a program framework and foundation configured to support scalability and county-wide accessible data, ultimately supporting a holistic strategy and user experience. Later this year, Napa County will embark on a comprehensive website redesign, incorporating further design and structural enhancements. F3. A sizable portion of Napa County website traffic is via mobile devices. Some website content is not optimized for smaller screened mobile devices. The CEO and Board of Supervisors agree with the finding. More than 50% of the County’s web visitation is via mobile devices. Responsive design has evolved from solely responding to the change in device size to now encompassing a multitude of available data elements that reflect the user’s experience. The evolution of responsive web design in 2024 heralds a new era of adaptability and innovation in web development. Beyond simply fitting content to different screens, responsiveness now includes a holistic approach to design that considers device types, emerging interfaces, user preferences, and accessibility standards. By embracing this evolution, the County can craft digital experiences that transcend boundaries and empower users in an increasingly interconnected world. While most of the county’s website content is optimized for smaller screened mobile devices, some third-party applications are not. The County will coordinate solutions with vendors to ensure that digital services are accessible and user-friendly across all devices. 98 | P age F4. The county has not published to citizens a county strategic plan which outlines how to facilitate the distribution, efficiency, and quality of public information. The CEO and Board of Supervisors disagree partially with the finding. The Communications team has written a strategic communications plan; however, while it is a public document, it has not been shared with residents as it is an internal working document intended to guide efforts in informing, educating, and engaging citizens in Napa County. The primary purpose of the communications plan is to foster effective communication among the Napa County Board of Supervisors, the residents of Napa County, and the departments and staff of Napa County government. Public access to government and the free flow of information are essential pillars of the democratic process. Therefore, this plan is intended to streamline access and enhance transparency within Napa County Government. In today's service delivery landscape, effective communication plays a vital role in disseminating information, raising awareness about government services and policies, advocating for change, and supporting decision-making processes. Public communication is of utmost importance in empowering the residents of Napa County with knowledge about their expectations from county government. By engaging in dialogue and encouraging meaningful participation, the community can actively contribute to the development and progress of the county. Objectives: 1. Establish a cohesive and effective communication framework for Napa County that fosters collaboration, empowers employees, and ensures consistent messaging and branding. 2. Enhance Napa County's communication efforts to expand its reach, engage the community, and promote transparency through proactive and creative storytelling across various platforms. 3. Establish transparent and open channels of communication with the community of Napa County, fostering engagement, collaboration, and understanding. 4. Enhance internal communications within Napa County by fostering a sense of community, sharing information effectively, and facilitating engagement among employees. 5. Enhance Napa County's emergency response communication by developing comprehensive strategies that facilitate effective information dissemination, preparation, and collaboration during critical situations. 6. Align legislative goals with effective communication strategies to facilitate the development, understanding, and engagement of Napa County's legislative platforms and processes. Residents can see the results of the strategic communications plan through the numerous initiatives and improvements the County has implemented, ensuring transparent, effective, and accessible communication with all Napa County residents. F5. Napa County’s overall communication efforts, while focused on “telling Napa County’s story”, is not engaging the community in a two-way conversation which could facilitate citizen engagement. The CEO and Board of Supervisors disagree partially with the finding. 99 | P age The County’s social media strategy is intended to actively engage the community, share updates, and encourage dialogue. Staff monitor and respond to comments, messages, and mentions on social media platforms in a timely and professional manner. From strategizing and developing communications to disseminating content, sta seek opportunities to extend the conversation beyond a specific communication. This is achieved by ff consistently ending messages with a call to action, which may include directing the audience to learn more on a specific platform or website, taking a survey, or providing a number or email to continue the conversation. Additionally, individual board members and staff regularly participate in and host events that promote face-to-face interactions among residents, enabling dialogue and a sense of belonging. The County organizes public forums, town hall meetings, and online feedback platforms to gather community input and address concerns promptly and transparently. The County has actively engaged in and hosted town halls and community events focused on various subjects, including fire/emergency preparedness, Mt. Veeder storm damage and roads updates, PG&E underground electric power lines, road pavement projects, and transportation. Each of these events provides an opportunity for two-way conversation. Staff worked closely with CAL Fire/Napa County Fire and AP Triton, the consultants developing the Fire Master Plan, to engage the community through various communication channels, including hosting a Fire Master Plan Virtual Town Hall. Engaging the community in a two-way conversation is a collaborative effort involving all departments and elected officials, not solely the responsibility of the Communications Department. Staff are committed to fostering an environment where community input is solicited, ensuring a more connected and engaged Napa County. F6. Napa County lacks a formally articulated plan to continuously re-evaluate and update its communication strategies adapting to changing digital messaging technologies in order to assure that messaging remains timely, effective, and relevant. The CEO and Board of Supervisors agree with the finding. The communications team pairs the county-wide communication plan with project and departmental plans to re-evaluate and update its communication strategies. This undertaking is completed in tandem with departmental subject matter experts to align with services, staff capacity, and public expectations. 100 | Pa ge For example, Napa County has launched a public website chat feature and a live streaming translation tool for Board of Supervisors meetings. The team continues to meet with vendors, participate in forums, and assess current solutions to propose to departments. Each department's specific communication tools fall under its jurisdiction due to unique compliance requirements, staff participation, and business practices. The communication’s team’s strategy involves regular re-evaluation and updates with Napa County IT to stay current with technological advancements and continue to meet the community's needs effectively. F7. The switch from Nixle to Everbridge did not go through an RFP or similar evaluation process which has led to disruptions in citizen alert contacts that have not been satisfactorily resolved. The CEO, Board of Supervisors, and Sheri agree with the finding. ff Napa County contracted with Nixle in 2014. In 2015, Everbridge acquired Nixle and, along with it, Napa County’s contract. Napa County extended, renewed, and/or amended this contract for several years. Although acquired by Everbridge, the emergency alert platform continued to be named “Nixle.” On October 4, 2022, the Board of Supervisors approved a three-year renewal of the County’s contract with Everbridge; at that time the Board was also informed that subscribers to the Nixle platform would be moved to the Everbridge platform. Because the contract was with Everbridge and that contract was renewed, the change from the Nixle to the Everbridge platform did not require a separate RFP process. At the time of the platform change, Everbridge verbally represented to Napa County that all the subscribers to Napa County messaging in Nixle would seamlessly be moved over to their Everbridge platform without the necessity to re-subscribe. Based on these representations and to maintain the large subscriber base in Nixle (approx. 186,000 subscribers), the County chose to continue the Everbridge contract and not seek other proposals via the traditional RFP process. Problems and inconsistencies related to delivery of messages to original Nixle subscribers after the transition to Everbridge were noticed early on. At the time of the initial transition from Nixle to Everbridge, the County O ce of Emergency Services (OES) was housed solely in the CEO’s o ce. On July 1, 2023, the interim CEO, in his role as Director of Emergency Services, ffi appointed the Sheri as the Assistant Director of Emergency Services, pursuant to Napa ffi County Ordinance 2.80.060. The OES sta physically moved o ces from the downtown Napa ff administration building to the Napa Sheri ’s O ce in south Napa. The OES budget was ff ffi transitioned into the Sheri ’s O ce overall budget, and day-to-day OES oversight and ff ffi operations were put under the direction of the Sheri ’s O ce. ff ffi ff ffi In the first meeting between OES and the administration team at the Sheri ’s O ce in July of 2023, the Sheri ’s O ce prioritized diagnosing the issue with the transition from the Nixle to the ff ffi ff ffi 101 | Pa ge Everbridge platform. A County Information Technology (IT) expert was assigned to work closely with OES to identify the issue and work towards a solution. The Sheri also briefed the CEO, Board of Supervisors, and County Counsel. County Counsel sent a demand letter to Everbridge ff as part of the plan to address the issue, which helped spur a meeting to resolve the problems. Within two weeks of the meeting between Everbridge representatives, IT, and OES sta , the Sheri ’s O ce learned that the Nixle platform subscribers were never moved into the ff Everbridge platform. Instead, Everbridge built a software solution to act as a “bridge” by which ff ffi messaging in Everbridge would be sent over to the Nixle program and the original Nixle subscribers would then receive the message. The crux of the problem referred to in the Jury’s finding is that the software bridge was not reliable. In August, approximately one month after the issue was identified, Everbridge agreed to do and did a large data migration, moving the subscribers out of Nixle and into Everbridge so that the system would no longer rely on the software “bridge.” OES conducted a test messaging campaign in August of 2023, which included 184,328 subscribers that were part of the large data migration. As part of the test, subscribers were asked to confirm receipt of the message.71 70,417 subscribers confirmed receipt, which is 38.2% of the contacts that the message went out to, representing a relatively large number of responses. Of note, in marketing, the average open rate is somewhere between 15% and 25% and asking someone to take action (i.e. text back to confirm receipt) results in responses ranging from 1.5% to 3%. For SMS campaigns, the open rate is around 65% with a click-through rate of about 20%. The takeaway from the August 2023 test was that more than 10 times what is typically expected of an email marketing campaign and nearly twice of what is expected of a SMS campaign was accomplished after Everbridge completed the data migration. This large response rate gives the County confidence that the data migration was successful. While the August 2023 test campaign was successful and resolved the initial platform transition di culties, the OES team and Everbridge continue to have regular meetings to improve the system’s capabilities. ffi F8. County emergency notifications using the alert technology Everbridge are not reliably reaching all enrolled citizens, and it is unknown exactly how many residents are receiving messages. The Board of Supervisors and the Sheri agree with the finding. ff However, the County is interested in understanding the evidence the Jury used to support this finding that not all enrolled citizens are receiving messages after the August 2023 data migration. While there are known examples of this issue from before the large data migration in August of 2023, evidence that the problem continued afterward have not been found. The Nixle system did not have a “confirm receipt” feature similar to Everbridge, making it impossible to 71 One key difference between the two systems is that messaging that solicits a response can be sent in Everbridge while Nixle does not have that capability. 102 | Pa ge conduct a comparable test with Nixle. The Board of Supervisors and the Sheri agree that the Everbridge notification system was not reliable at reaching all enrolled citizens prior to the data ff migration. It is important to note that no system can guarantee an exact number of subscribers reached for any given communication. Factors such as cell phone coverage, mobile device settings, and whether mobile devices are on or o , without power, etc., can impact message delivery. Due to these factors, Napa County OES, the CEO’s O ce, and the Sheri ’s O ce have established ff redundancy systems. These include partnerships with local radio stations, community outreach ffi ff ffi for emergency broadcast information, Genasys software for evacuations, Hi-Lo Sirens during evacuations, door-to-door notifications in evacuated areas, traditional media outlets, and social media accounts managed by Napa County, Napa Sheri ’s O ce, County fire, and municipal partners. ff ffi While Everbridge certainly damaged trust during the initial transition from the Nixle platform, the current reach and data from both test alerts and real-world alerts indicate that the technology is now working at the same level of reliability as the previous opt-in service. F9. The Everbridge emergency notification mobile app for phones and other mobile digital devices is not performing reliably for citizens. The Sheri , OES, Board of Supervisors, and CEO disagree wholly with the finding. During the investigation to identify why some previous Nixle subscribers were not reliably ff receiving alerts, the team discovered that the issue was related to the software “bridge” rather than a full data migration solution (as mentioned in the response to Finding 8). The team also learned that there were no reports of failures from users who downloaded and used the Everbridge mobile application. The County does not agree that the system is currently not performing reliably and would be interested in any evidence or examples of subscribers who signed up through Everbridge, or whose subscriber information was part of the large data migration in 2023, not reliably receiving messages at this time. Upon obtaining such information, the County and Everbridge can investigate and correct any ongoing issue. F10. The enrollment process for Everbridge is cumbersome and not well understood by the citizenry. The Board of Supervisors and the Sheri agree with the finding. ff The enrollment process prior to January 2024 was more cumbersome. However, as part of the continuing e orts between OES and Everbridge to improve the system’s capabilities, beginning in January 2024, residents can now subscribe by simply texting their zip code to 888-777, which ff enrolls them into the Nixle platform. Everbridge now automatically ports over (data migration, not a software bridge) Nixle subscriber data into the Everbridge system on an hourly basis. 103 | Pa ge
* 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.