Score: 0 (8/10/8)

Sacramento County Grand Jury • 2017-2018

Second Chance to Make it Right

Published: June 07, 2018 108 pages Consolidated Report

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⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.

⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Findings 9 findings

F1 Page 19

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

F2 Page 19

The current location of the CPSU is in a high crime neighborhood that places CPSU staff and traumatized youths in undue danger.

F3 Page 19

Since the enactment of SB 855 in 2014, no measurable progress has been made to find suitable options that address the unique treatment and placement needs of the expanded population of high risk children.

F4 Page 19

There is a lack of communication on spending priorities between senior management and the needs of the service providers.

F5 Page 19

CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves.

F6 Page 19

CPS personnel hired to recruit placement opportunities for children are unable to focus their efforts due to other job activities.

F7 Page 34

The Audit Committee is comprised of department heads. Other governments that have established audit committees have included decision-makers (elected officials) and members of the public to assist the Board and the Auditor in fulfilling oversight responsibilities. 24

F8 Page 35

The Internal Audit Unit, as well as the Department of Finance as a whole, are understaffed in IT Support. Maintaining transparency of operations to the public is difficult, if not impossible, without adequate IT support.

F9 Page 35

The Internal Auditor has infrequent, irregular input to the COMPASS Steering Committee.

Recommendations 9

R1
Page 19

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.
R2
Page 19

Relocate the CPSU to a safer environment.
R3
Page 19

Develop a plan and accelerated timeline to increase placement options for all children with immediate needs and children requiring Short Term Residential Treatment Centers. 9
R4
Page 20

Senior management needs to improve transparency and open communication between county policy makers and service providers so that budget allocations better match the needs of Sacramento County foster children.
R5
Page 20

Create an analytical model that compares cost effectiveness, resulting in the ability to pro-actively develop and implement alternative models.
R6
Page 20

Determine the necessary hiring or utilization of existing staff to allow recruiters to focus exclusively on placement opportunities for children.
R7
Page 35

Maintain and expand the Audit Committee to include one or two members of the Board of Supervisors. The Board should also consider appointing members of the Public to the Audit Committee
R8
Page 35

Improve Information Technology support for the Internal Audit Unit and for the Department of Finance.
R9
Page 35

The Auditor should be a permanent member of the COMPASS Steering Committee. 25

Conclusions 6

CL1 Page 33

Sacramento County is in the first steps of transforming their audit process from financial reviews to include independent performance and operational reviews. The grand jury recognizes that Sacramento County is taking this initial step, but it will require hard work, diligence and a significant change from “everyday” procedures to ensure the success of this shift. The grand jury recognizes that the transition from current practices to the ‘optimal’ practices, outlined in this report and in the consultant’s proposal, will be a multi-year process. It is critical that the elected officials of the County of Sacramento continually review the process and take the necessary steps to ensure its success. 23
CL2 Page 34

The grand jury identified the following findings and offers the following recommendations:
CL3 Page 51

Most, if not all of Parkway illegal campers are homeless. Homelessness itself is not a crime, but crimes committed by the homeless are, including illegal camping. A carefully crafted “stay-away” ordinance is a balanced way to address the issue. Those persons willing to avail themselves of such an option can avoid a criminal response, whereas “hard-core” campers who are unwilling to utilize services can be dealt with through a law enforcement option. The result should be a great reduction in the number of illegal campers in the Parkway.
CL4 Page 57

Addressing the concerns of late night releases involves a balancing of safety issues with Jail overcrowding/need-to-keep-the-system moving issues. Given that balance, we are recommending that late night releases be minimized and that steps be taken to ensure that released individuals are informed of their options.
CL5 Page 70

The ability to provide library services is problematic due to lack of funding. Innovation and creativity are necessary to address the current situation. School Districts should continue to be open to new and innovative ways to allow volunteers to help with their time, talent, and/or funds. The LCAP process is an avenue to encourage local participation in the budgeting process of the school district or school. This mechanism may be a way to incubate new methods and means of volunteerism as well as procurement of outside funding. 60
CL6 Page 71

Public Confinement Facilities Review

Comments 8

CO1 Page 97

HFPD has made progress in implementing the recommendations contained in the report especially in the area of improving the safety of its volunteers.
CO2 Page 97

The annual financial audits have not been completed and there are still six years outstanding from Fiscal Year (FY) 2010-2011 through FY 2015- 2016
CO3 Page 97

Additional work needs to be done to address the district’s financial vulnerabilities, especially in paying funds owed to CalPERS.
CO4 Page 97

Sacramento Local Agency Formation Commission (LAFCo) never completed the Municipal Service Review (MSR) of the HFPD that it agreed to conduct in response to the report.
CO5 Page 101

The registrar did a commendable job running the November 2016 general election.
CO6 Page 101

The layout of the election office is awkward and inefficient.
CO7 Page 101

The current manual method for verifying voter signatures is outdated.
CO8 Page 101

The overall election process would be improved if Sacramento County opts into the new election process established by the California Voters Choice Act.

Agency Responses 4

Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.

City of Sacramento

November 26, 2018 • 18 pages • 2 responses • Score: +1 (+1, 1, 0) View Details ▾

PDF

2 responses to findings and recommendations

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

Response: Agree Score: +1

The City of Sacramento agrees that significant resources are expended by both the City and County of Sacramento addressing homeiessness and camping on the American River Parkway. The City disagrees with the implication that any resources are being expended improvidentiy or in excess oft hat necessary to properly address the issue. Recommendation 1:T he focus should be on the removal oft he es^ated 100 "service resistanti' campers on the parkway.

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.

Response: Implemented

Score: 0

The City of Sacramento has already implemented programs to address homeiessness and illegal camping within City limits, although not in the manner recommended here. The City has diligently worked, and continues to work, with homeless advocates and related organizations to identify the appropriate response for all homeless individuals, including those that camp along the parkway. These efforts have included, as appropriate, removing illegal campers from the parkway, but the City anticipates utilizing a more holistic approach to accomplishing our citywide goals. To the extent tiiat this is a rec...

City of Sacramento

November 26, 2018 • 18 pages • 2 responses • Score: +1 (+1, 1, 0) View Details ▾

PDF

2 responses to findings and recommendations

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

Response: Agree Score: +1

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.

Response: Implemented

Score: 0

County of Sacramento

September 13, 2018 • 40 pages • 18 responses • Score: -1 (+3, 4, -4) View Details ▾

PDF

18 responses to findings and recommendations

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

Response: Agree Score: +1

Concur Recommendation 1. Implementation of the new ATIMS system should be expedited and specifically be aimed at minimizing late night releases.

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.

Response: Unknown

Score: 0

Non-concurrence The Sheriff's Department respectfully disagrees with the Grand Jury's recommendation. Although expediting the development of the new ATIMS system is also appealing to the Sheriff's Department, ATIMS, scheduled to replace the three-decade-old system, JIMS, will also incorporate several additional programs to create one, comprehensive jail management system. The Sheriff's Department is working diligently with ATIMS developers to implement the new jail management system in accordance with a set schedule that has been created by industry experts. This schedule takes into account nu...

The current location of the CPSU is in a high crime neighborhood that places CPSU staff and traumatized youths in undue danger.

Response: Disagree Score: -1

Non-concurrence The Sheriff's Department respectfully disagrees with the Grand Jury's findings. The Sheriff's Department conducts releases in accordance with the law. The Sheriff's Department cannot hold any person beyond a reasonable amount of time necessary to process required documentation for release of the individual. When a bond is posted, or time is served by inmates, and other court mandates are due, the release is conducted in a timely manner. The majority of all sentenced releases are processed and released during the morning hours. There are those unique cases when an inmate is requ...

Relocate the CPSU to a safer environment.

Response: Unknown

Score: 0

Partially concur In 2017, the Sheriff's Department processed 39,687 releases, an average of 109.22 releases per day. Illustratively, for calendar year 2017, the number of releases were broken down by the hour. The numbers below have all foreign agency transfer releases removed, as these inmates are transferred by bus or van to another agency. Inmates may be released by recommendation of pre-trial services, bail or cash bond, or release under California Penal Code 849(b) - detainment only. Additionally, the Sheriff's Department must maintain compliance with a court-ordered consent decree and se...

Response: Agree Score: +1

Partially concur The Sheriff's Department partially concurs with the Grand Jury's findings. The release process is very complicated and requires scrutiny at every workflow position. A diagram of the process has been included with this report. Please see Attachment A. The current electronic system in place, JIMS, is antiquated, and it is used by both the Court and the Sheriff's Department to process releases. ATIMS, the system identified to replace JIMS in the fourth quarter of 2019 has been purchased and is in the development phase. Any inconsistencies in the current release process should be ...

Develop a plan and accelerated timeline to increase placement options for all children with immediate needs and children requiring Short Term Residential Treatment Centers. 9

Response: Unknown

Score: 0

Concur The Sheriff's Department concurs with the Grand Jury's recommendations. The current electronic system, JIMS, is utilized by the Court to advise the Sheriff's Department's booking staff of each inmate's court outcome. Instructions given by the Court for an Honorable David De Alba August 27, 2018 Page 5 inmate's release is often very detailed. Because the JIMS system is so antiquated, only a minimal amount of space is afforded the Courts to make these instructions. This issue results in the Courts utilizing a variety of acronyms and complicated phrasing to articulate release requirements...

There is a lack of communication on spending priorities between senior management and the needs of the service providers.

Response: Disagree Partially Score: 0

above. Board of Supervisors Response: Sacramento County Board of Supervisors agrees with the County Executive. Attachment 1 Finding 5: CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves. County Executive Response: The County Executive disagrees wholly with this finding. CPS has been innovative in its development of strategies to find additional placement models for the expanded population it serves. One such innovative strategy is the introduction o...

Senior management needs to improve transparency and open communication between county policy makers and service providers so that budget allocations better match the needs of Sacramento County foster children.

Response: Unknown

Score: 0

Concur The Sheriff's Department will review this recommendation and work with the Department of Health and Human Services to seek ways to provide options to persons being released during late night hours. The Sheriff's Department is working to develop signage for inmates in the release tank to access the County's 211 system. It is a valuable resource for soon-to-be released persons to use. The system, which is free and available 24/7, can also be accessed from any public pay phone. This system provides updated access to a variety of different services to include, but not limited to, housing, h...

CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves.

Response: Agree Score: +1

Concur Recommendation 5. The county should contract or use a voucher system to provide a taxi service option for late night releases.

Create an analytical model that compares cost effectiveness, resulting in the ability to pro-actively develop and implement alternative models.

Response: Unknown

Score: 0

Partially concur The Sheriff's Department believes this recommendation should involve a discussion with County leadership to contemplate the facilitation and financing of such a venture. This issue has the potential to affect all interested parties, and further exploration, analysis, and consideration is required. Finding 6. The present debit card system is not user friendly, does not offer a cash option, and may result in a service charge. Further, use of the system may result in the loss of amounts under $20.

CPS personnel hired to recruit placement opportunities for children are unable to focus their efforts due to other job activities.

Response: Unknown Score: 0

Non-concurrence Recommendation 6. The existing debit card system should be reviewed, with the aim of making it more user friendly. Persons being released should be given cash if their balances are less than $20.

Determine the necessary hiring or utilization of existing staff to allow recruiters to focus exclusively on placement opportunities for children.

Response: Unknown

Score: 0

Non-concurrence The Sheriff's Department does not keep cash-on-hand at the Main Jail or the Rio Cosumnes Correctional Center. To maintain cash on-site, the Sheriff's Department Honorable David DeAlba August 27, 2018 Page 8 would have to increase staffing to accurately staff and follow the County's policy on separation of duties with cash handling. The Sheriff's Department believes the debit card system (NUMI) is user friendly. The debit card issued by the Sheriff's Department to released persons can be used as a MasterCard or debit card at numerous locations surrounding the Main Jail and else...

Response: Disagree Score: -1

The County Executive disagrees wholly with the finding. The Committee is currently comprised of the following (which none are department heads): Assistant County Executive Deputy County Executive Administrative Services Deputy County Executive Municipal Services Deputy County Executive Public Works & Infrastructure Deputy County Executive Social Services Additional members on the Committee include the Director of Finance and the Assistant Auditor-Controller. The County Organizational Chart is found at: http://www.saccounty.net/CountyDepartments/OrganizationChar t/Pages/default.aspx B...

Maintain and expand the Audit Committee to include one or two members of the Board of Supervisors. The Board should also consider appointing members of the Public to the Audit Committee

Response: Requires Analysis

Score: 0

The recommendation requires further analysis that will be completed in the next six months. As stated in Grand Jury Report, Sacramento County is making its first steps to transform the internal audit function, and is working to improve the audit reporting structure and processes. The Committee has evolved Attachment 2 over the last few years to include better reporting and follow up with County departments. The Audit Committee Charter was approved by the County Executive on January 1, 2018. Currently, the Committee is comprised of the Assistant County Executive, the Deputy County Executives (...

Response: Disagree Score: -1

The County Executive disagrees wholly with this finding. As stated above in Finding Three, the Department of Finance and the Department of Technology are working together to increase transparency for the public, and adding navigational tools and searching capabilities through the Sacramento County Open Data portal, which can be found at: http://data.saccounty.net/. Board of Supervisors Response: Sacramento County Board of Supervisors agrees with the County Executive.

Improve Information Technology support for the Internal Audit Unit and for the Department of Finance.

Response: Implemented

Score: 0

The recommendation has been implemented. The IAU is a unit within the Department of Finance (DOF) and has access to the Department of Technology (DTECH) through service requests and various user groups. The DOF regularly enlists the support and assistance of DTECH team to resolve various issues including reports to the public. As stated above in Finding Three and Finding Eight, DOF will continue to work closely with DTECH to find opportunities to enhance public websites, public documents and various reporting. Board of Supervisors Response: Sacramento County Board of Supervisors agrees ...

The Internal Auditor has infrequent, irregular input to the COMPASS Steering Committee.

Response: Disagree Score: -1

The County Executive disagrees wholly with the finding. The Director of Finance (County Auditor) is a permanent member and has frequent and regular input into the COMPASS Steering Committee. Board of Supervisors Response: Sacramento County Board of Supervisors agrees with the County Executive.

The Auditor should be a permanent member of the COMPASS Steering Committee. 25

Response: Implemented

Score: 0

The recommendation has been implemented. The Director of Finance (County Auditor) has historically been and is a member of the COMPASS Steering Committee. Board of Supervisors Response: Sacramento County Board of Supervisors agrees with the County Executive. Attachment 3 Grand Jury Response - A Tarnished Jewel: The Status of Illegal Camping on the American River Parkway

County of Sacramento

September 13, 2018 • 40 pages • 18 responses • Score: -1 (+3, 4, -4) View Details ▾

PDF

18 responses to findings and recommendations

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

Response: Agree Score: +1

Concur Recommendation 1. Implementation of the new ATIMS system should be expedited and specifically be aimed at minimizing late night releases.

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.

Response: Unknown

Score: 0

The current location of the CPSU is in a high crime neighborhood that places CPSU staff and traumatized youths in undue danger.

Response: Disagree Score: -1

Relocate the CPSU to a safer environment.

Response: Unknown

Score: 0

Response: Agree Score: +1

Develop a plan and accelerated timeline to increase placement options for all children with immediate needs and children requiring Short Term Residential Treatment Centers. 9

Response: Unknown

Score: 0

There is a lack of communication on spending priorities between senior management and the needs of the service providers.

Response: Disagree Partially Score: 0

Response: Unknown

Score: 0

CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves.

Response: Agree Score: +1

Concur Recommendation 5. The county should contract or use a voucher system to provide a taxi service option for late night releases.

Create an analytical model that compares cost effectiveness, resulting in the ability to pro-actively develop and implement alternative models.

Response: Unknown

Score: 0

CPS personnel hired to recruit placement opportunities for children are unable to focus their efforts due to other job activities.

Response: Unknown Score: 0

Determine the necessary hiring or utilization of existing staff to allow recruiters to focus exclusively on placement opportunities for children.

Response: Unknown

Score: 0

Response: Disagree Score: -1

Maintain and expand the Audit Committee to include one or two members of the Board of Supervisors. The Board should also consider appointing members of the Public to the Audit Committee

Response: Requires Analysis

Score: 0

Response: Disagree Score: -1

Improve Information Technology support for the Internal Audit Unit and for the Department of Finance.

Response: Implemented

Score: 0

The Internal Auditor has infrequent, irregular input to the COMPASS Steering Committee.

Response: Disagree Score: -1

The Auditor should be a permanent member of the COMPASS Steering Committee. 25

Response: Implemented

Score: 0

No Responses Found 1

Government entities assigned to respond to this report. No response documents have been linked in our database.

Sacramento County Board of Supervisors Elected County Office