Placer County Grand Jury
2010-2011
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Findings & Recommendations
7 findings
F1:
The Fair Association violated their written agreement by enlarging and modifying the All American Speedway without permission from Placer County. The changes at the Speedway have caused increased noise, air, and storm water run-off pollution, as well as parking and traffic congestion. The nearby residents complain that the value of their homes has decreased because of the Speedway noise, and their quality of life suffers during racing season.
F2:
By not addressing the noise and air pollution created by the Speedway, Placer County has failed to protect the health and safety of the citizens living near the All American Speedway.
F3:
When the Board of Supervisors was notified that construction was planned at the location, they failed to initiate an investigation which would have revealed that the Fair Association did not obtain county and state permits as required by law and as stipulated in the terms of the contract. The Board of Supervisors should have ensured that all permits had been filed and approved, and environmental and engineering studies were conducted by the appropriate agencies.
F4:
The Placer County Facilities Department has failed to demonstrate fiduciary responsibility by not executing a new operating agreement with sufficient oversight language to ensure the Fair Association adheres to their written agreements.
F5:
It is clear that the Fair Association’s intent was to qualify for NASCAR- sanctioned racing events under the guise of “safety and maintenance improvements.”
F6:
Modern race vehicles (NASCAR) capable of higher engine speeds, combined with the extended length of the Speedway, continue to generate more noise than existed before the track was enlarged.
F7:
When residents complained to the City of Roseville, they were told that the fairground was County property and that they were unable to enforce Roseville’s noise ordinances at the Speedway. The residents were referred to the County. The County directed the complaints to the Fair Association. Speedway Report 23 2010 -2011 Placer County Grand Jury
Additional Recommendations
2
Not linked to specific findings.
R1:
The Board of Supervisors ensure the entire All American Speedway has been examined by county building inspectors, and/or engineers so that all portions of the Speedway are brought up to current county and state codes, regulations and noise ordinances. Also ensure the facility has obtained all county and state permits, including an Environmental Impact Report (EIR), as required.
R2:
The Board of Supervisors give the Fair Association 90 days upon the publication of this report to accept and sign a new operating agreement, which includes addressing resolution of the aforementioned Speedway issues.
Findings & Recommendations
9 findings
F1:
The Grand Jury concludes the overall operations of the holding facilities within the County are clean, organized, and well maintained.
F2:
Lincoln Police Department Holding Facility The Lincoln Police Department no longer has a holding facility.
F3:
Roseville Police Department The Grand Jury commends the Roseville Police Department for offering the Sentenced Prisoner Program.
F4:
Auburn Historic Courthouse Holding Facility • The motor operating the sally port gate is unreliable. • There is no way to manually control the gate.
F5:
Rocklin Police Department Holding Facility The Grand Jury commends the Rocklin Police Department for their continued effort to maintain an efficient “green” and professional facility.
F6:
Auburn Police Department Holding Facility The Grand Jury commends the Auburn Police Department for obtaining funds through grants available to law enforcement agencies.
F7:
Placer County Main Jail and Minimum Security The Grand Jury commends Food Service Manager Renee Harvey for doing an outstanding job. Using local products helps to keep costs down. Holding Facility Inspections 48 2010 -2011 Placer County Grand Jury
F8:
Santucci Justice Center Holding Facility This facility is modern, clean, secure, and well maintained.
F9:
Sheriff’s Tahoe Substation at Burton Creek • Deputies at this facility are cross-trained in search and rescue. • The employees at this facility take pride in their work and the services they provide to the public. • The Substation was constructed in 1959. Grand Jury reports since 1999 have made recommendations to replace this facility. Conclusion The Grand Jury concludes the overall operations of the holding facilities within Placer County are clean, organized, and well maintained.
Additional Recommendations
2
Not linked to specific findings.
R1:
A new motor be installed for the sally port gate at the Historic Auburn Courthouse which can be electrically and manually operated.
R2:
Replacement of the Sheriff’s Substation at Burton Creek.
Findings & Recommendations
4 findings
F1:
The Grand Jury found the facility to be clean, organized, and well maintained.
F2:
The security cameras are installed and fully functional.
F3:
There are only two certificated teachers for three classrooms.
F4:
The medical personnel provided by CFMG are efficient, caring, and trusted by the staff and minors. JDF 53 2010 -2011 Placer County Grand Jury Conclusion The facility was clean, well maintained, and has appropriately trained staff. The Placer County Grand Jury acknowledges the security cameras have been installed.
Additional Recommendations
1
Not linked to specific findings.
R1:
The Grand Jury recommends staffing the third classroom with a certificated teacher, with relevant credentials.
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Findings & Recommendations
3 findings
F1:
The Registrar of Voters’ total direct cost to execute an election per registered voter has increased from $3.32 to $7.27 (not adjusted for inflation) over the past 18 years. The Registrar of Voters has taken innovative steps in an effort to mitigate the costs, saving an average of $497,995 per even-year November General Election for each of the past 15 years.
F2:
Significant processes and partnerships are in place for vote casting, transport, and voter verification to minimize disenfranchised voters.
F3:
The Registrar of Voters office actively seeks to increase voter registration and voter and candidate education through several robust programs. Conclusion The Grand Jury has found that the Placer County Registrar of Voters, Jim McCauley, and the employees in the Elections Office are doing an outstanding job. The Elections Office continually seeks ways to cut election costs, increase voter registration, and provide voter and candidate education. Election Report 75 2010 -2011 Placer County Grand Jury
Findings & Recommendations
6 findings
F1:
The PCWAC does not have annual financial interest statements or Statement of Economic Interests (Form 700) on file with the Placer County Clerk- Recorder’s Office. This is a contradiction between what is stated in the Committee By-Laws and the actual practice that has been implemented.
F2:
The PCWAC Agendas and Minutes are not consistently posted by the Director of Environmental Health for public access.
F3:
The Committee By-Laws state the advisory committee “shall meet regularly on a monthly basis and no less than quarterly…” This is a contradiction and may be confusing to the public.
F4:
The definition and application of a quorum in the Committee By-Laws is unclear and ambiguous.
F5:
There are specific rules stated in The California Political Reform Act regarding recusal. If there is a conflict of interest, the member must state there is a conflict; he/she must summarize the conflict and then must leave the podium and/or the room during consideration of that agenda item. This is not uniformly practiced and not clearly defined in the Committee By-Laws.
F6:
There appears to be inconsistency in following Robert’s Parliamentary Rules or the rules of order stated in their Committee By-Laws. Conclusion The Grand Jury concludes there does not appear to be purposeful malfeasance on the part of the PCWAC. However, there is concern for the inconsistencies within the context of the Committee By-Laws, follow-through of the rules of order, the practices of the committee, and by the Director of Environmental Health. It is important to keep the public informed with regular posting of the agendas, minutes, and meeting locations. Waste Water Advisory 58 2010 -2011 Placer County Grand Jury
Additional Recommendations
7
Not linked to specific findings.
R1:
The By-Laws be revised regarding recusal of a member. In the event of a conflict of interest, the member recusing them self must leave the room.
R2:
Redefine a quorum to be one more than 50% of the committee membership. A quorum be present at the time of voting.
R3:
The PCWAC practices be consistent with the revised By-Laws.
R4:
Keep the public informed as to how they function as an advisory committee to the Director of Environmental Health.
R5:
The PCWAC require the members to complete the Statement of Economic Interests (Form 700), and submit the forms to the Placer County Clerk-Recorder’s Office.
R6:
The Director of Environmental Health be responsible for posting the meeting agenda and location of the meeting 72 hours in advance: • At the front office of the Environmental Health Department, • The meeting board located at the Placer County Board of Supervisor’s Office, • On the Placer County Website (www.placer.ca.gov), • If the committee has no agenda items and there is no reason to meet, a cancelation should be posted in the same manner.
R12:
Two representatives of the Public-at-Large B. Selection of Members: All members shall be appointed by the Placer County Board of Supervisors C. Terms of Membership: Committee membership shall serve two-year terms, although nothing contained herein shall prohibit the Board from re-appointing Committee members for more than one (1) consecutive term. VII. OFFICERS A. The officers of the Committee shall include a Chair and Vice-Chair. The Chair and Vice-Chair may be removed by a simple majority of the Committee. B. Elections shall be held at the first regularly scheduled meeting after January 1 each year. C. The Chair shall preside over all meetings of the Committee. The Vice-Chair shall preside over all meetings at which the Chair is not in attendance. Should both the Chair and Vice-Chair be absent, the members may select an Acting Chair from committee members in attendance. D. The term of office for Chair and Vice-Chair shall be one (1) year. The Chair and Vice-Chair may not serve more than two (2) consecutive terms. Waste Water Advisory 62 2010 -2011 Placer County Grand Jury VIII. AGENDA, MINUTES, CORRESPONDENCE, AND NOTIFICATIONS A. The Chair and/or the Placer County Environmental Health Director shall determine the agenda for each meeting and notify each member of the Committee. The agenda will be developed as follows:
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Findings & Recommendations
8 findings
F1:
In the Audit of 2009, CDRA was apprised of numerous financial control issues. The Auditor-Controller, in the follow-up Audit, indicated that all control issues had been addressed, and the few remaining issues were of no material importance.
F2:
The Grand Jury finds that two organizations (Permitting and Front Counter Services) within CDRA have embraced the use of PLUS. Other functions within CDRA still view it as a system that staff ultimately has to enter data into, but is not an integral part of their operations. If the data in PLUS is perceived to be accurate and complete, customer service can be more efficient, accurate, and timely in addressing organizational goals.
F3:
The inconsistent application of PLUS in CDRA is not due to training, but to a lack of management commitment that PLUS is an integral part of the operation and therefore a responsibility within every job.
F4:
The updated policy manual identifies a PLUS Steering Committee comprised of senior level management within CDRA. The management review of the Policy Manual has been in process for over four months and is still not complete.
F5:
There is little attention paid to the use of performance data collected by the PLUS system. No one interviewed could identify the use of the reports that are generated by PLUS to validate the operations of the department or division.
F6:
The only group that seems to be mindful of any performance measure need is the front counter operations that uses a software application external to PLUS, QFlow, to track customer queue time.
F7:
There has been a change in the function of the PLUS users group since it was formed. Originally a major activity of the PLUS users group was to answer the question ‘how do I do that?’. The primary focus was to identify bugs in the underlying software. Currently the focus of the users group is to discuss and provide guidance into the use of PLUS to enhance CDRA operations.
F8:
PLUS is a mature software application. While the vendor has not made any commitments or published any dates with regard to the end of support of the PLUS system, it is anticipated that this will happen in the foreseeable future. Basic safeguards for CDRA are in place, such as escrow storage for source code protection, and the fact that the system is of sufficient age that very few errors are now being found and they are not of general significance. PLUS 80 2010 -2011 Placer County Grand Jury
Additional Recommendations
3
Not linked to specific findings.
R1:
The PLUS Steering Committee establishes goals to ensure that all employees use the PLUS application as the Policy document dictates.
R2:
The PLUS Steering Committee completes the Policy Manual management review and approval process.
R3:
The PLUS Users Group be redirected, and possibly reconstituted, to accomplish the following tasks: • Devise a method of measuring the efficiency of operations supported by PLUS to provide management with a tool to evaluate the effectiveness of their actions. • Develop a plan for a comprehensive PLUS training and education program. • Develop a plan to increase the overall utilization and value of the PLUS application to the county. • Start planning for the eventual replacement of the PLUS application. Even though there is no indication of near-term support termination, planning for a major upgrade to a system that is integral to operations is nominally a multi-year task.
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Findings & Recommendations
3 findings
F1:
On Thursday, June 10, 1993 the County responded (Appendix A) to an alleged letter which was never located, dated Monday, June 7, 1993 from the landowner, requesting the status of his offer to donate 10 acres of his land to be used for a park in exchange for rezoning the remainder of his land to Industrial. The County is unable to produce a copy of the alleged letter. The landowner states that he did not write the cited letter nor did he receive the County’s response. The Grand Jury could not locate this alleged letter in the myriad of documents provided by the County and the landowner.
F2:
The County rezoned a portion of the landowner’s property from Residential Agricultural to Open Space, which effectively devalued his property. The Grand Jury interviewed Placer County Assessors that stated property in this area zoned Residential Agricultural would be valued at least ten times greater than property zoned Open Space.
F3:
After a thorough investigation of all available documents and by conducting interviews with parties having direct knowledge of the facts surrounding this issue, the Grand Jury is unable to substantiate any fraud by the County or any participant in this dispute. Property Zoning Dispute 38 2010 -2011 Placer County Grand Jury Conclusion The Grand Jury has found no intentional wrongdoing by any of the parties during its investigation of this issue. The history of this undeveloped land covers a period of nearly 40 years. The landowner states that the County has taken actions that have impeded his ability to develop this property in a way that would allow him to profit from his investment. The County has offered several solutions to the landowner and he has not followed through on any of these offerings. If the landowner would follow up on any of his offers with a formal submission of appropriate documents to the County and the County gives them due consideration in light of current law and policies, this issue would be resolved.
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Findings & Recommendations
6 findings
F1:
PCWA appears to be a lean, stable, efficiently operated organization which is focused on serving the customer within their service area (Placer County).
F2:
The financial and statistical reporting is very impressive for an organization the size of PCWA. In fact they have received a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada.
F3:
The Board of Directors recently approved a resolution (08-16, see Appendix) indicating what types of projects could be funded by the expected additional revenue from the sale of power from the Middle Fork Project. This is an excellent start, but the list is so broad it provides little guidance to PCWA staff.
F4:
Although PCWA is currently well positioned to provide water to current and future customers within its service area, there are numerous issues that could significantly impact the water supply. The responsibility for monitoring and/or taking appropriate action is handled by the General Manager, the Strategic Affairs Division, and outside legal counsel. The strategy, analysis, and actions of this critical function are concentrated in very few individuals.
F5:
PCWA has a stable work force, with most of the management team having worked together for a number of years. However, the work force is aging, particularly at the management level, with most being eligible to retire now. The organization does not have a consistent, known strategy to replace key staff or management when vacancies occur.
F6:
There appears to be a heavy reliance on knowledge and experience within a few key individuals and process documentation is inconsistent across the organization. These could be issues if any key individual left the organization suddenly. Supplying Water to Placer County 29 2010 -2011 Placer County Grand Jury Conclusion The Grand Jury was impressed regarding the quality and dedication of PCWA management. There was a consistent enthusiasm shown for the job they were performing and for fulfilling the needs of their customers. With few exceptions, the organization is focused on the present; serving the current customer with safe, reliable, affordable water. Given the number of potentially significant impactive issues facing PCWA and an up-coming transition of management, increased focus and preparation needs to be placed on the future.
Additional Recommendations
4
Not linked to specific findings.
R1:
Establish an ongoing process to prioritize and rank proposed projects that will be funded from the additional revenue expected by the sale of power from the Middle Fork Project.
R2:
Increase staffing within the Strategic Affairs Division to provide backup and continuity for key positions and to ensure all issues are getting the required attention.
R3:
Develop a formalized and visible plan to both develop internal candidates and outside sources for key staff and management positions. The plan once implemented will need to be monitored and updated on an ongoing basis.
R4:
Each division should assess its current operations to identify critical processes and the current state of their formal documentation. Based on that assessment, a plan should be developed to update or create appropriate process and procedure documentation. Supplying Water to Placer County 30 2010 -2011 Placer County Grand Jury
Findings & Recommendations
1 findings
F1:
For those properties split by county lines, the TTUSD parcel tax has been added to the tax bill in both counties, and therefore, the property owners have paid this tax twice.
Additional Recommendations
2
Not linked to specific findings.
R1:
TTUSD take the action necessary to stop the double billing and payment of parcel tax.
R2:
TTUSD make every effort to determine the affected properties, identify the property owners, and refund the excess tax collected. TTUSD 84 2010 -2011 Placer County Grand Jury
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Findings & Recommendations
5 findings
F1:
The cause of the fire was ruled as arson.
F2:
The weather, topographical, and vegetation conditions at the time of the fire were so great that a faster response or additional resources would not have prevented the rapid fire spread and the subsequent losses.
F3:
No significant dispatch and response issues were uncovered that would have had a material effect on the outcome of the fire.
F4:
Cal Fire and the Placer County Sheriff’s Department have refined response plans and are implementing new technological solutions.
F5:
Cal Fire’s arson investigation remains active with the Placer County District Attorney serving in an advisory role.
Findings & Recommendations
3 findings
F1:
The WPUSD Board of Trustees approved a deferred maintenance five-year plan in 2007-2008, to spend approximately $400,000 per year starting in 2008-2009. The deferred maintenance expenditures over the past several years have been less than 25% of the plan, which has negatively impacted overall maintenance. This has also contributed to the ongoing problem with the leaking roof at Lincoln High School.
F2:
There is a polarized environment in the Facilities and Maintenance Department. Issues with trust, respect, and communications impact the effectiveness of the organization to provide a safe environment for the students and staff of WPUSD.
F3:
The Facilities and Maintenance Department does not have a formal time reporting system and, until recently, did not have a leave request notification process.
Additional Recommendations
4
Not linked to specific findings.
R1:
The Board of Trustees develops and approves a new five-year deferred maintenance budget that can be implemented, given the current budgetary realities and maintenance needs.
R2:
The Director of Maintenance be responsible for executing the maintenance plan, setting priorities for all maintenance activities, and adherence to the maintenance budget. Trouble at WPUSD 68 2010 -2011 Placer County Grand Jury
R3:
The WPUSD consider consulting with an outside mediator to build teamwork, trust, and positive communication in the work environment. It is further recommended the WPUSD report to the Grand Jury regarding the overall action taken and progress achieved through the mediation.
R4:
As a minimum, institute a paper timesheet reporting process for all non-management employees in the Facilities and Maintenance Department to work in conjunction with the leave request notification process already implemented.