Placer County Grand Jury
2016-2017
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (11)
Quick View
Full Details →
Findings & Recommendations
10 findings
F1:
A path to making a CPRA request is not intuitive. Filing of a public records request can be difficult.
F2:
The non-centralized approach to receiving and responding to public records requests appears to speed up the response time and contributes to Placer County’s compliance with the law but does not provide for tracking or monitoring compliance with all CPRA requirements.
F3:
Elections staff complied with the security procedures required by the State in the use of voting equipment, handling, processing, transporting, determining validity, and counting of ballots.
F4:
The processes and procedures of the Elections Office provided Placer County voters with a fair, valid, and accurate voting experience in the 2016 General Election.
F5:
Drop-off locations make it easier for the public to return their VBM ballots.
F6:
VBM ballots postmarked on Election Day or hand-delivered to polling places do not arrive at Election Headquarters in time to be processed by 8:00 pm on Election Day.
F7:
Although there was a delay in processing some of the VBM ballots, ultimately they all were counted within legal timeframes.
F8:
Elections staff was diligent in their efforts to overcome the USPS delivery delays of election materials and receipt of ballots.
F9:
For the past two years, the County has been telling local residents that the emergency shelter in DeWitt Center is temporary. Despite these assurances, the County has not identified a site for a permanent shelter located elsewhere and continues to permit renewed operation of the temporary shelter at DeWitt Center through renewed Site Access Agreements, short-term funding and zoning efforts. Response to -2017 Final Repot
F10:
While significant efforts have been made by all stakeholders, there has been no substantial progress in resolving the issue of the need and location of permanent homeless shelter(s)
Additional Recommendations
4
Not linked to specific findings.
R1:
Placer County change its website for locating information on how to request public records. Specifically, a link titled “Public Records” should be added to the homepage tab entitled “How do I…”/“Request.”
R2:
Placer County make changes to its website to provide links to each of the various departments’ online public records request forms in one convenient location.
R3:
Placer County establish one point to maintain a countywide tracking system for all written public records requests. This recommendation is for a tracking system and not a single point for submitting or responding to requests. Response to -2017 Final Repot
R4:
Placer County Elections expand the number of VBM drop-off locations. Response to -2017 Final Repot
Findings & Recommendations
4 findings
F1:
Upon learning of the proposed sale, parents of special needs students became concerned their children would be relocated or mainstreamed into different schools in South Placer County without consideration of their disabilities, some of which are life-threatening.
F2:
In November 2016, based on some of the parents’ objections, PCOE modified their sale proposal to include a 10-year leaseback of Onorato Education Center to keep the SMD students on the same campus.
F3:
PCOE became very proactive and accommodating in their communication to the public, especially after the parents’ response to their initial announcement. Weekly communications through emails and phone calls to parents, staff meetings, parent focus groups and BOE meetings brought many positive changes to the initial plan.
F4:
After reviewing the final recommendations, the Board of Education, Placer County Office of Education, Newcastle Elementary School District and the parents of special needs students all complimented each other for partnering together, listening, advocating and participating in a decision to positively benefit all of the 55 students affected by this change of location. Conclusion The Grand Jury commends the Placer County Office of Education administration. PCOE has been proactive in gathering information from parents and teachers as well as making site visits to improve the future conditions of the 55 students in the special needs program in Placer County. With the decision to move forward with the sale of the Kentucky Greens property, the extensive plan will benefit all parties involved and provide long-term special needs education in updated facilities. The Grand Jury commends the Board of Education and the Placer County Office of Education for their collaborative work.
Quick View
Full Details →
Findings & Recommendations
7 findings
F1:
During the five-month period reviewed in 2016, the RPD resolved complaints on an average of 10 days, which is under the “few weeks” noted on the RPD website. This figure is an average; the actual time required varied from one day to several weeks.
F2:
The 72-Hour Tow Database software is not capable of providing basic information for managers, such as the number of incidents, workload, contacts made, status of ongoing complaints, time and personnel involved and the cost of each operation. Conclusion The RPD Abandoned Vehicle Program must yield precedence to solving crimes and the many other activities performed by RPD personnel contributing to public safety. However, it is clear from the number of complaints that improperly parked vehicles are a common nuisance plaguing the public and consume considerable department resources. The availability of improved management reports would permit more personnel and budget resources to be devoted to higher priority issues. The RPD’s database allows the program to function but is seriously deficient as a record of activities and as a management tool. Even if careful efforts could overcome the problem of unreliable data, the logging system lacks the important capability to generate management reports. While the data can be analyzed, it is an arduous and difficult process which would be a poor use of managers’ time and efforts. These are not trivial deficiencies. Accurate information is the fundamental prerequisite for sound management decision-making involving budgeting, personnel and performance evaluation. Without this capacity it is not possible to determine the cost of the activities or the performance of the program; nor can managers make informed efforts at reform. Only a thorough review reveals potential issues which call for explicit solutions. As noted in the chart, more than 40% of the complaints concluded by a visit revealing the offending vehicle had already been moved. This constitutes a significant expenditure of resources. Data analysis also reveals that many street names showed up in numerous complaints. Even in the short periods reviewed by the Grand Jury, some locations appeared in numerous complaints, suggesting that certain locations may justify posting parking regulations rather than conducting repeated visits. In spite of their technical shortcomings, the Grand Jury’s investigation determined the City of Roseville’s Municipal Code pertaining to abandoned vehicles is being administered by the Roseville Police Department in a competent and professional manner.
F3:
All six Placer County jails and holding facilities were clean and appeared to be well-maintained and well-managed.
F4:
Some jail inmates are now spending longer sentences in a County facility as a result of the passage of AB109, which has required the County to allocate more resources to existing facilities.
F5:
The opening of the booking facility at the South Placer Main Jail will enable south County law enforcement officers to return to duty more quickly than the current system by not having to transport prisoners to Auburn Main Jail.
F6:
In addition to health and addiction services, programs are available to help inmates improve job skills, education, socialization skills and self-esteem.
F7:
Visual security at the Historic Courthouse sally port is compromised due to the deterioration of the screening material. Response to
Additional Recommendations
2
Not linked to specific findings.
R1:
Update or replace the database program to provide for a better management tool. Request for Responses: Recommendations Requiring Response Response Due Date Chief Daniel Hahn R1 August 31, 2017 Chief of Police, Roseville Police Department 1051 Junction Blvd. Roseville, CA 95678 Copies Sent to: Roseville City Council 311 Vernon St. Roseville, CA 95678
R2:
Provide funding and site location for a new facility, meeting the current and future requirements of the area. South Placer Minimum Security Facility: None Auburn Main Jail: None Santucci Courthouse: None
Findings & Recommendations
1 findings
F1:
The sally port door used for entering/exiting the facility does not completely close and lock as it was intended. This could pose a security risk. Conclusion With the exception of the automatic locking mechanism to the holding cells, the RCPS and holding cells appeared to be well-managed and maintained. Overall, the Grand Jury commends the RCPS for its operation and upkeep of this facility. The Grand Jury also commends the RCPS for working with other community partners and making their facility available for training and regional emergency services.
Related Recommendations (1)
R1:
RCPS repair or replace the self-locking mechanism of the door between the sally port and the prisoner processing area. Request For Responses: Recommendations Requiring Response Response Due Date Chief Chad Butler R1 August 31, 2017 Police Chief, City of Rocklin 4080 Rocklin Road Rocklin, CA 95677 Copies Sent to: Mr. Ricky A Horst Rocklin City Manager 3970 Rocklin Road Rocklin, CA 95677 Rocklin City Council 3970 Rocklin Road Rocklin, CA 95677
Findings & Recommendations
2 findings
F1:
The combination of a police officer and/or a camera provides adequate monitoring of the holding area.
Related Recommendations (1)
R1:
The APD remove the fire extinguisher and relocate it a safe distance from any area occupied by a detainee. Request For Responses: Recommendations Requiring Response Response Due Date Mr. John Ruffcorn R1 August 31, 2017 Public Safety Director, City of Auburn 1215 Lincoln Way Auburn, CA 95603 Copies Sent to: Mr. Bob Richardson Auburn City Manager 1225 Lincoln Way Auburn, CA 95603 Mr. Matt Spokley Auburn City Mayor 1225 Lincoln Way Auburn CA 95603
F2:
The fire extinguisher could be used as a weapon against a distracted officer in the event a detainee becomes violent. Conclusion The Grand Jury was generally satisfied with the operation of the Auburn Police Department facility, other than the possibility of officer safety related to the fire extinguisher.
Quick View
Full Details →
Findings & Recommendations
3 findings
F1:
The JDF is clean, well maintained, and well staffed with trained personnel.
F2:
Detainees in the JDF are treated respectfully with the focus on education and rehabilitation rather than punishment.
F3:
School programs comply with State Education Code requirements. Conclusion The Grand Jury commends Placer County for its efforts in addressing juvenile delinquency and helping to reduce the rate of recidivism. As a result of their efforts, the Placer County Juvenile Detention Facility now has significantly fewer detainees than the facility was designed to accommodate. Continuing educational opportunities and job-seeking skills are provided to the detainees. The Grand Jury also commends the staff and management of the JDF for their positive attitudes and interactions with detainees.
Findings & Recommendations
8 findings
F1:
Elections staff is committed to both maintaining valid voter rolls and ensuring that registered voters have the opportunity to vote.
F2:
Elections staff is committed to ensuring that all ballots are properly collected, counted and secured.
F3:
Elections staff complied with the security procedures required by the State in the use of voting equipment, handling, processing, transporting, determining validity, and counting of ballots.
F4:
The processes and procedures of the Elections Office provided Placer County voters with a fair, valid, and accurate voting experience in the 2016 General Election.
F5:
Drop-off locations make it easier for the public to return their VBM ballots.
F6:
VBM ballots postmarked on Election Day or hand-delivered to polling places do not arrive at Election Headquarters in time to be processed by 8:00 pm on Election Day.
F7:
Although there was a delay in processing some of the VBM ballots, ultimately they all were counted within legal timeframes.
F8:
Elections staff was diligent in their efforts to overcome the USPS delivery delays of election materials and receipt of ballots. Conclusion: The Grand Jury concludes that the 190,550 ballots cast in Placer County in the 2016 General Election were processed and tabulated in a professional manner. Placer County’s Clerk-Recorder-Registrar of Voters and his staff are to be commended for their hard work and diligence in conducting the 2016 General Election. Elections staff is also to be commended for their diligent efforts to reduce USPS delivery delays of election materials and receipt of ballots. All VBM ballots cannot be processed for release at 8:00 pm on Election Day. However, the number of unprocessed VBM ballots could be reduced, thereby providing the public with more complete election results when the polls close. - 33 - -2017 Final Report
Additional Recommendations
4
Not linked to specific findings.
R1:
Placer County Elections staff continue to work with the USPS to develop alternatives to improve the timely delivery of election mail to all Placer County voters.
R2:
Placer County Elections staff continue to work with the USPS to develop alternatives to improve the timely receipt of VBM ballots in Placer County.
R3:
Elections management review and revise processes, equipment needs, and staffing patterns to improve the percentage of VBM ballots processed prior to poll closure on Election Day.
R4:
Placer County Elections expand the number of VBM drop-off locations. - 34 - , R2, R3, R4 August 31, 2017 County Clerk-Recorder-Registrar of Voters 2956 Richardson Drive Auburn, CA 95603 Copies Sent to: Board of Supervisors 175 Fulweiler Avenue Auburn, CA 95603 Mr. David Boesch County Executive Officer 175 Fulweiler Avenue Auburn, CA 95603 - 35 -
Quick View
Full Details →
Findings & Recommendations
2 findings
F1:
It was clearly stated in the employment agreement that the Chief would not be entitled to severance upon his resignation. However, in the Settlement Agreement the City of Lincoln granted the Chief all the severance benefits listed in the employment agreement.
F2:
The City of Lincoln was not transparent in dealing with the Chief’s resignation. Conclusion There are strong opinions on both sides surrounding the City of Lincoln’s decision not to release documents pertaining to the resignation of the Lincoln Police Chief. Lincoln News Messenger article dated July 25, 2016. - 51 - -2017 Final Report The Grand Jury has exercised its authority to review documents not accessible to the media or the general public. Based on this review, the Grand Jury accepts that the City of Lincoln properly exercised its discretion to accept the Chief’s resignation. The Grand Jury accepts the City of Lincoln’s decision to refuse to release the list of LPOA grievances and the independent investigation of the Chief. It is unclear why the City of Lincoln has refused to release to the public the Settlement Agreement negotiated between the City and the Chief. The Grand Jury recognizes that there are differing opinions on this and points out that the Superior Court could make a final determination. The Grand Jury notes that a request for a court order has not been filed by any party in this case. Further, the Grand Jury does not take a position on whether or not a request for a court order would be successful in this situation. It is the Grand Jury’s opinion that the City of Lincoln should make every effort to be more transparent with its citizens.
Additional Recommendations
2
Not linked to specific findings.
R1:
The City of Lincoln adhere to all terms of employment agreements they negotiate and not make generous settlements when not required and justified.
R2:
The City of Lincoln release a copy of the Settlement Agreement they negotiated with the Police Chief to the public they serve. - 52 - , R2 August 31, 2017 Lincoln City Manager 600 6th Street Lincoln, CA 95648 Lincoln City Council R1, R2 September 30, 2017 Lincoln City Hall 600 6th Street Lincoln, CA 95648 Copies Sent to: Ms. Carol Feineman Editor, Lincoln News Messenger 553 F Street Lincoln, CA 95648 - 53 -
Findings & Recommendations
8 findings
F1:
More than half of Placer County jail inmates have mental health issues requiring specialized care.
F2:
The large number of mental health inmates negatively impacts staffing, budget resources and space allocation in Placer County jails.
F3:
Correctional staff is continuously trained in the signs and symptoms of mental illness.
F4:
AB 109 has created significant challenges to the system. County inmates now serve longer terms and have more critical and chronic medical and mental health issues.
F5:
If a defendant is considered incompetent to stand trial and criminal proceedings are suspended, they can be held at the jail for 90 days or more waiting for a bed at a State hospital.
F6:
The inclusion of a Return to Competency unit at the South Placer Jail would be more efficient in the timely treatment of mentally ill inmates.
F7:
Inmates with mental health diagnoses receive services as needed.
F8:
Drug use today has a more severe impact on the physical and mental health of inmates than in the past. Conclusion The Placer County Sheriff’s Department and the Department of Health and Human Services consider the health and welfare of inmates a top priority. Although there were many bidders, CFMG has been awarded the contract for the past 23 years and is considered to be competent. Sheriff’s Department personnel continuously train to recognize the symptoms of mental illness. Despite the burdens placed on jail personnel, they work diligently to innovate and implement programs to help the inmates. When inmates are released, they’re given treatment plans and prescriptions as needed. However, they are no longer under the supervision of the jail staff and may opt not to take the medications or take advantage of available resources. - 59 - -2017 Final Report
Additional Recommendations
3
Not linked to specific findings.
R1:
Placer County expand the jail facility to include a dedicated mental health unit.
R2:
Placer County develop a “Return to Competency” program.
R3:
Continuing education for jail personnel in areas dealing with the mentally ill. - 60 - -2017 Final Report
Findings & Recommendations
2 findings
F1:
A path to making a CPRA request is not intuitive. Filing of a public records request can be difficult.
F2:
The non-centralized approach to receiving and responding to public records requests appears to speed up the response time and contributes to Placer County’s compliance with the law but does not provide for tracking or monitoring compliance with all CPRA requirements. Conclusion The Grand Jury determined that Placer County is meeting the requirements of the California Public Records Act. The Grand Jury concludes that there is some room for improvement that could help citizens more easily find information on how to submit a request for public records. The Grand Jury also concludes that there are IT systems improvements that could help the County monitor how many requests they are receiving and how well they are complying with the law. - 22 - -2017 Final Report
Additional Recommendations
3
Not linked to specific findings.
R1:
Placer County change its website for locating information on how to request public records. Specifically, a link titled “Public Records” should be added to the homepage tab entitled “How do I…”/“Request.”
R2:
Placer County make changes to its website to provide links to each of the various departments’ online public records request forms in one convenient location.
R3:
Placer County establish one point to maintain a countywide tracking system for all written public records requests. This recommendation is for a tracking system and not a single point for submitting or responding to requests. - 23 - , R2, R3 September 30, 2017 175 Fulweiler Avenue Auburn, CA 95603 Mr. David Boesch R1, R2, R3 August 31, 2017 County Executive Officer 175 Fulweiler Avenue Auburn, CA 95603 Mr. Jerry Cardin R1, R2, R3 August 31, 2017 County Counsel 175 Fulweiler Avenue Auburn, CA 95603 Copies Sent to: Mr. Chris Gray Deputy Director, Communications and Public Affairs 175 Fulweiler Avenue Auburn, CA 95603 - 24 -
Quick View
Full Details →
Findings & Recommendations
2 findings
F1:
During the five-month period reviewed in 2016, the RPD resolved complaints on an average of 10 days, which is under the “few weeks” noted on the RPD website. This figure is an average; the actual time required varied from one day to several weeks.
F2:
The 72-Hour Tow Database software is not capable of providing basic information for managers, such as the number of incidents, workload, contacts made, status of ongoing complaints, time and personnel involved and the cost of each operation. Conclusion The RPD Abandoned Vehicle Program must yield precedence to solving crimes and the many other activities performed by RPD personnel contributing to public safety. However, it is clear from the number of complaints that improperly parked vehicles are a common nuisance plaguing the public and consume considerable department resources. The availability of improved management reports would permit more personnel and budget resources to be devoted to higher priority issues. The RPD’s database allows the program to function but is seriously deficient as a record of activities and as a management tool. Even if careful efforts could overcome the problem of unreliable data, the logging system lacks the important capability to generate management reports. While the data can be analyzed, it is an arduous and difficult process which would be a poor use of managers’ time and efforts. These are not trivial deficiencies. Accurate information is the fundamental prerequisite for sound management decision-making involving budgeting, personnel and performance evaluation. Without this capacity it is not possible to determine the cost of the activities or the performance of the program; nor can managers make informed efforts at reform. Only a thorough review reveals potential issues which call for explicit solutions. As noted in the chart, more than 40% of the complaints concluded by a visit revealing the offending vehicle had already been moved. This constitutes a significant expenditure of resources. Data analysis also reveals that many street names showed up in numerous complaints. Even in the short periods - 102 - -2017 Final Report reviewed by the Grand Jury, some locations appeared in numerous complaints, suggesting that certain locations may justify posting parking regulations rather than conducting repeated visits. In spite of their technical shortcomings, the Grand Jury’s investigation determined the City of Roseville’s Municipal Code pertaining to abandoned vehicles is being administered by the Roseville Police Department in a competent and professional manner.
Additional Recommendations
1
Not linked to specific findings.
R1:
Update or replace the database program to provide for a better management tool. - 103 - August 31, 2017 Chief of Police, Roseville Police Department 1051 Junction Blvd. Roseville, CA 95678 Copies Sent to: Roseville City Council 311 Vernon St. Roseville, CA 95678 - 104 -