2001-02 Final Report

Note: Missing finding numbers detected: F6, F7, F8, F9, F10, F11, F12, F13, F14, F15, F16, F17, F18, F19, F20, F21, F22, F23, F24, F25, F26, F27, F28, F29, F30, F31, F32, F33, F34, F35, F36, F37, F38, F39, F40, F41, F42, F43, F44, F45, F46, F47, F48, F49, F50, F51, F52, F53, F54, F55, F56, F57, F58, F59, F60, F61, F62, F63, F64, F65, F66, F67, F68, F69, F70, F71, F72, F73, F74, F75, F76, F77, F78, F79, F80, F81, F82, F83, F84, F85, F86, F87, F88, F89, F90, F91, F92, F93, F94, F95, F96, F97, F98, F99, F100, F101, F102, F103, F104, F105, F106, F107, F108, F109, F110, F111, F112, F113, F114, F115, F116, F117, F118, F119, F120, F121, F122, F123, F124, F125, F126, F127, F128, F129, F130, F131, F132, F133, F134, F135, F136, F137, F138, F139, F140, F141, F142, F143, F144, F145, F146, F147, F148, F149, F150, F151, F152, F153, F154, F155, F156, F157, F158, F159, F160, F161, F162, F163, F164, F165, F166, F167, F168, F169, F170, F171, F172, F173, F174, F175, F176, F177, F178, F179, F180, F181, F182, F183, F184, F185, F186, F187, F188, F189, F190, F191, F192, F193, F194, F195, F196, F197, F198, F199, F200, F201, F202, F203, F204, F205, F206, F207, F208, F209, F210, F211, F212, F213, F214, F215, F216, F217, F218, F219, F220, F221, F222, F223, F224, F225, F226, F227, F228, F229, F230, F231, F232, F233, F234, F235, F236, F237, F238, F239, F240, F241, F242, F243, F244, F245, F246, F247, F248, F249, F250, F251, F252, F253, F254, F255, F256, F257, F258, F259, F260, F261, F262, F263, F264, F265, F266, F267, F268, F269, F270, F271, F272, F273, F274, F275, F276, F277, F278, F279, F280, F281, F282, F283, F284, F285, F286, F287, F288, F289, F290, F291, F292, F293, F294, F295, F296, F297, F298, F299, F300, F301, F302, F303, F304, F305, F306, F307, F308, F309, F310, F311, F312, F313, F314, F315, F316, F317, F318, F319, F320, F321, F322, F323, F324, F325, F326, F327, F328, F329, F330, F331, F332, F333, F334, F335, F336, F337, F338, F339, F340, F341, F342, F343, F344, F345, F346, F347, F348, F349, F350, F351, F352, F353, F354, F355, F356, F357, F358, F359, F360, F361, F362, F363, F364, F365, F366, F367, F368, F369, F370, F371, F372, F373, F374, F375, F376, F377, F378, F379, F380, F381, F382, F383, F384, F385, F386, F387, F388, F389, F390, F391, F392, F393, F394, F395, F396, F397, F398, F399, F400, F401, F402, F403, F404, F405, F406, F407, F408, F409, F410, F411, F412, F413, F414, F415, F416, F417, F418, F419, F420, F421, F422, F423, F424, F425, F426, F427, F428, F429, F430, F431, F432, F433, F434, F435, F436, F437, F438, F439, F440, F441, F442, F443, F444, F445, F446, F447, F448, F449, F450, F451, F452, F453, F454, F455, F456, F457, F458, F459, F460, F461, F462, F463, F464, F465, F466, F467, F468, F469, F470, F471, F472, F473, F474, F475, F476, F477, F478, F479, F480, F481, F482, F483, F484, F485, F486, F487, F488, F489, F490, F491, F492, F493, F494, F495, F496, F497, F498, F499, F500, F501, F502, F503, F504, F505, F506, F507, F508, F509, F510, F511, F512, F513, F514, F515, F516, F517, F518, F519, F520, F521, F522, F523, F524, F525, F526, F527, F528, F529, F530, F531, F532, F533, F534, F535, F536, F537, F538, F539, F540, F541, F542, F543, F544, F545, F546, F547, F548, F549, F550, F551, F552, F553, F554, F555, F556, F557, F558, F559, F560, F561, F562, F563, F564, F565, F566, F567, F568, F569, F570, F571, F572, F573, F574, F575, F576, F577, F578, F579, F580, F581, F582, F583, F584, F585, F586, F587, F588, F589, F590, F591, F592, F593, F594, F595, F596, F597, F598, F599, F600, F601, F602, F603, F604, F605, F606, F607, F608, F609, F610, F611, F612, F613, F614, F615, F616, F617, F618, F619, F620, F621, F622, F623, F624, F625, F626, F627, F628, F629, F630, F631, F632, F633, F634, F635, F636, F637, F638, F639, F640, F641, F642, F643, F644, F645, F646, F647, F648, F649, F650, F651, F652, F653, F654, F655, F656, F657, F658, F659, F660, F661, F662, F663, F664, F665, F666, F667, F668, F669, F670, F671, F672, F673, F674, F675, F676, F677, F678, F679, F680, F681, F682, F683, F684, F685, F686, F687, F688, F689, F690, F691, F692, F693, F694, F695, F696, F697, F698, F699, F700, F701, F702, F703, F704, F705, F706, F707, F708, F709, F710, F711, F712, F713, F714, F715, F716, F717, F718, F719, F720, F721, F722, F723, F724, F725, F726, F727, F728, F729, F730, F731, F732, F733, F734, F735, F736, F737, F738, F739, F740, F741, F742, F743, F744, F745, F746, F747, F748, F749, F750, F751, F752, F753, F754, F755, F756, F757, F758, F759, F760, F761, F762, F763, F764, F765, F766, F767, F768, F769, F770, F771, F772, F773, F774, F775, F776, F777, F778, F779, F780, F781, F782, F783, F784, F785, F786, F787, F788, F789, F790, F791, F792, F793, F794, F795, F796, F797, F798, F799, F800, F801, F802, F803, F804, F805, F806, F807, F808, F809, F810, F811, F812, F813, F814, F815, F816, F817, F818, F819, F820, F821, F822, F823, F824, F825, F826, F827, F828, F829, F830, F831, F832, F833, F834, F835, F836, F837, F838, F839, F840, F841, F842, F843, F844, F845, F846, F847, F848, F849, F850, F851, F852, F853, F854, F855, F856, F857, F858, F859, F860, F861, F862, F863, F864, F865, F866, F867, F868, F869, F870, F871, F872, F873, F874, F875, F876, F877, F878, F879, F880, F881, F882, F883, F884, F885, F886, F887, F888, F889, F890, F891, F892, F893, F894, F895, F896, F897, F898, F899, F900, F901, F902, F903, F904, F905, F906, F907, F908, F909, F910, F911, F912, F913, F914, F915, F916, F917, F918, F919

Conclusions 19

• CL1 Page 49
  Facts: • There were three citizen complaints concerning inmate medical services at the jail. Refer to Citizen Complaint's section. • Only one of the three inmates who filed complaints agreed to have his records released to the Grand Jury. • The County of Amador contracts with the California Forensic Medical Group, Inc. (CFMG) for medical services for inmates. • The contracted detention physician is required to be on-site one day per week, and in addition make house calls upon request. Per the contract of June 1, 1999, the county agreed to pay the sum of $171,708.55 annually. • The contracted physician provides a registered nurse who is on-site at the facility Monday through Friday from 7:00 a.m. to 11:00 a.m. • The CMFG staffing plan is based on an average population of 50 adults. • Amador County Detention Facility has policy and procedures for Non-Medical Sick Call, Emergency Medical and Medication Management located in the Jail Manual. • Inmates that are detained for more than two days are required to have a physical by the medical staff consisting of a Health Inventory, Communicable Disease Screening and TB Assessment. June 25, 2002 2001-2002 Final Report 27 Findings: • The registered nurse saw inmates who requested sick call in a timely manner. • Medical records including Doctors Orders, Problem List, Progress Notes and photographs were found to be legible and in order. • Inmates were advised as to their assessment plans and follow up care. Inmate patient contacts by the registered nurse are reviewed by the detention physician.
• CL2 Page 64
  That model says in part: " The specific jobs of the board are clustered into four functional areas: setting the direction for the district, maintaining and supporting the structure of the district, holding the district accountable on behalf of the community, and serving as community leaders." These functional areas are further refined into seven modules of responsibility, as follows: Adopting a long-term vision that sets the direction for the district. Making sure a curriculum framework is established in the district geared to the highest possible student learning and achievement. Adopting the school district budget and ensuring the financial health of the district. Employing, supporting and evaluating the superintendent and establishing a policy framework for all other personnel employed in the district. Adopting and evaluating policies to govern the district. Adopting and evaluating the collective bargaining contract. Providing community leadership in support of the district and public education.
• CL3 Page 103
  If alternative space can be identified the Board will consider the above recommendation. Air Pollution Control Office has been vacated and the Clerk-Recorders Office is currently working with the County Administrative Officer (CAO) on the office layout plans.
• CL4 Page 98
  The new Deputy Director will make it a priority to update the Policy and Procedure manuals and supply the Grand Jury with a copy of the changes. Once the changes are made, the recommendation to post kennel-cleaning procedures recommended by the Grand Jury will be implemented. Removing the carcasses of dead wild animals from roadways continues to be a challenge for the Animal Control Department. The Animal Control has only two officers to remove the dead bodies. They go out singly, using a truck equipped with a lift. It is a difficult, time- consuming task, which delays the officers in rescuing pets and aiding citizens when animal bites occur. While many of the items have not been completed, it is apparent that the Animal Control Department has attempted to follow every recommendation the Grand Jury presented. June 25, 2002 2001-2002 Final Report 67 Land Use Agency The Land Use Agency consists of a Building Department, Code Enforcement, Environmental Health Department, Planning Department, Local Agency Formation Commission (LAFCO), and Airport Land Use Commission. This agency operates under the direction of the Land Use Agency Director, The Board Committee, and the full Board of Amador County. Land Use Agency Recommendation #1: Once the decision has been made to purchase and implement improvements in technology, make purchases and implement them in a timely manner. Response by Department Head: Implemented. The Grand Jury recommendation has been followed. The PERMITS PLUS software program for the Land Use Agency is in and operational. Response by Board of Supervisors: This recommendation has been implemented. The Board shares the Grand Jury's interest in ensuring timely completion of projects and has directed the County Administrative Officer (CAO) to monitor future projects to ensure timely completion.
• CL5 Page 36
  Facts: • Private vehicles enter the property without identification or inspection because there is no system for control of vehicle entry into the camp. Findings: • Facility security would be improved by implementing a system to monitor access to and from the site.
• CL6 Page 39
  Facts: • Facility employees are required to use a bio-metric fingerprint scanner as they make entry and exit. • The bio-metric system provides a tool to insure that all who have entered the facility have departed as expected. • Some employees were unclear on the procedures regarding late departure from the facility. Findings: • Procedures for entry and exit using the bio-metric system need to be clear for all employees.
• CL7 Page 47
  Facts: • The California Board of Corrections conducts biennial inspections of all local detention facilities as required by Title 15 and 24 of the California Code of Regulations. The inspections cover over sixty requirements of law ranging from administrative policy and operations to treatment of inmates and the condition of the facility. The two most recent inspections of the Amador County Jail occurred on November 19, 1999 and March 14, 2002. Reports from these inspections are dated February 29, 2000 and April 3, 2002 respectively. These two reports note compliance in most areas. • The 1999 inspection reported that staffing of the jail was below recommended standards as required by Title 15, Section 1027, Number of Personnel. In response, the Jail Commander prepared a facility-staffing plan dated March 10, 2000. The plan used Board of Corrections standards to set the required staffing level at: 1 - Captain 1 - Correctional Manager 6 - Senior Correctional Officers 22 - Correctional Officers performing jail, court security and inmate job program functions. • This plan was submitted April 17, 2000 to the Administrative/Budget Committee of the county Board of Supervisors. Staffing for the detention facility was augmented. • The April 2002 Sheriff's Office organization chart shows approved positions for: 1 - Captain 6 - Senior Correctional Officers 21 - Correctional Officers performing jail, court security and inmate job program functions. • The 2002 inspection reported that staffing continues to be below the level required by Title 15, Section 1027. Jail staffing continues to require a Correctional Manager and an additional Correctional Officer. • There are currently five vacancies of the 21 approved positions at the Correctional Officer level. Because of the custodial nature of the jail, vacancies in shifts are filled by the use of overtime. June 25, 2002 2001-2002 Final Report 25 Findings: • The most recent reports from the California Board of Corrections give positive marks to operations and line staff attention to standards. • Low staffing levels due to vacancies lead to poor staff morale. Low morale can have a detrimental effect on inmate conduct. • The lack of a Correctional Manager position not only limits the effectiveness of supervision, but also limits the promotional opportunity, recruitment and retention within the jail.
• CL8 Page 48
  Facts: • The Incident Log, maintained within the jail, is used to record all incidents which result in physical harm, or serious threat of physical harm, to an employee, inmate or other person and will be maintained by the Jail Commander. • A number of Incident Log entries were inconsistent: Initiating officer signature missing Dates missing Gaps in information No incident resolution noted No follow up on major issues During a period from July 1, 2001 through February 19, 2002, thirteen log numbers were missing. Findings: • The procedural guidelines for recording information in the Jail Incident Log are inadequate and vague leaving interpretation up to the individual Correctional Officers.
• CL9 Page 49
  Facts: • The Commander manages the day-to-day jail operations. • There is no procedure in place to backup the Jail Commander with appropriately trained personnel in the event of extended absence. • The Jail Commander is also the only direct supervisor for all Senior Correctional Officers. • There is no position that assures round the clock, direct supervision of Senior Correctional Officers. • For several weeks during 2001, the Jail Commander's position was vacant. Findings: • The lack of continuity of management and supervision has an adverse effect on staff morale and also affects the attitude, demeanor and actions of inmates. • The effectiveness of supervision would improve with the addition of a Jail Manager. • Vague guidelines lead to inconsistent supervision as noted in the Operations section above.
• CL10 Page 70
  Facts: • Home Delivered Meals are provided by Common Ground Senior Services, Inc. (CGSS). • Anyone over 60 (seniors) and their spouses are eligible for this program if they are homebound by reasons of health or transportation. • Meals furnished by CGSS provide 34% of the daily nutritional needs of a person over sixty, according to USDA standards. • Over 50,000 meals will be delivered in Amador County this year. • Meals are safely packaged and transported under carefully monitored conditions. • Meals are packaged so they can be reheated in an oven or microwave. • Frozen meals are available to seniors in rural areas. • The requested donation rate is $2.50 per meal delivered to seniors. • Lack of funding, personnel and equipment limit the ability of CGSS to serve outlying areas of Amador County. • The Home Delivered Meal program is funded on a per meal basis. To generate more funds, more meals must be served. • Common Ground Senior Services has ongoing fund-raisers to make up deficits in the home-delivered meal program. 44 2001-2002 Final Report June 25, 2002 Findings: • Home delivered meals provide nutrition and regular personal contact for homebound seniors as well as an opportunity to assess a senior's well being and any additional needs. • Shake Ridge corridor, River Pines, and much of the Upcountry area are not served by this program at this time.
• CL11 Page 71
  Facts: • Congregate meals are offered at three sites: Amador Senior Center in Jackson - Monday through Friday Ione Methodist - Monday through Friday Plymouth City Hall - Wednesday and Thursday. • No reservations are required at Amador Senior Center. Ione and Plymouth locations require reservations. • No congregate meals are offered east of the Hwy. 49 corridor. • A donation of $2.50 is requested for each meal for seniors. Younger persons accompanying seniors are requested to give a larger donation. • A subsidized restaurant meal program is funded through A12AA in counties other than Amador at this time. • The Congregate Meal program is funded on a per meal basis. To generate more funds, more meals must be served. Findings: • Socially isolated seniors benefit greatly from contact with others at congregate meals. CGSS would like to be able to bring homebound seniors to Amador Senior Center once a month for socialization. • Information on programs and services as well as group activities are available to seniors who come in for a meal at Amador Senior Center. • Lack of congregate meals east of the Hwy. 49 corridor leaves one third of the population of the county underserved.
• CL12 Page 72
  Facts: • Seniors may meet with an attorney at the Amador Senior Center for a half- hour appointment to discuss their legal problems or issues. • This program is free, but since funding is limited, ongoing legal services cannot be offered. • Legal consultations are scheduled in advance. Findings: • This program provides needed help in understanding legal documents relating to estate planning, health care and real estate.
• CL13 Page 72
  Facts: • Common Ground Senior Services offers some transportation assistance to adults age sixty years and older. A younger spouse may accompany the participating senior. • The program is limited to persons having physical or cognitive difficulties. Regular vehicle transportation is used for medical or dental needs, and access to social services or shopping. • Most of the drivers are volunteers using their own vehicles to provide needed transportation. • Advance scheduling is required. • The Transportation program is under funded. Findings: • This program is essential to isolated and homebound seniors. • This program enables seniors to gain mobility and independence in accessing essential services. • Limited numbers of volunteers and equipment make advance scheduling necessary. • There is a great need for volunteers.
• CL14 Page 73
  Facts: • When Common Ground Senior Services assesses a new client, the client is given brochures of the programs offered. • Volunteers from Senior Citizens, Inc. work at the front desk at Amador Senior Center. • Currently, prospective clients are not being given information on all programs. • CGSS is putting together a resource booklet listing programs and services available for seniors in Amador County. • When a program funded by A12AA is underutilized, unused funds from Amador County are transferred to programs in other counties in A12AA that have greater participation. • A12AA has an "Information Van" that is stocked with pamphlets and brochures. Knowledgeable volunteers will travel with the van to educate groups of people about the programs and services available to seniors. Findings: • Some services and programs are under used due to lack of information. • Amador County senior programs have lost funds due to lack of participation.
• CL15 Page 75
  Facts: • The Amador Water Agency’s Mission Statement and 5-Year Strategic Plan, written in November 2001, outlines goals of the Agency for current operations, proposed projects and future operations. Updated every two to three years, this plan sets forth the strategies to attain the goals in the following areas of the business: Safety: Water Personnel Public Responsiveness to Customer Service Fiscal Responsibility Community Awareness Infrastructure Leadership • The Financial Plan estimates the expenditures for future needs as described in the 5- year plan: Operations & Maintenance Costs Debt Service Obligations Capital Program Needs Reserve Target Levels Future Debt Needs • The 2001/2002 Budget reflects the current year income and expense and capital costs for the following service districts: Amador Water System June 25, 2002 2001-2002 Final Report 49 Central Amador Water Project (CAWP) I.D.#1 (Pioneer) I.D.#2 (Ranch House) I.D.#3 (La Mel) I.D.#4 (Pine Acres) Waste Water – All Districts • Each of the above listed districts has its own accounting and budgeting process • The 5-Year Plan calls for consolidating the numerous budget and accounting processes for small water districts and all wastewater districts. The Plan also calls for outsourcing when strategically advantageous. AWA is currently planning to have billing statements processed by an outside vendor. • There is a 10-Year Financial Plan covering CAWP, prepared by an outside consultant which provides analysis and recommendations for capital improvements, expenditures and revenue requirements. • There is also a 3-Year projected financial plan for CSA’s 1,2,3 and 4. Findings: • The planning process of the Amador Water Agency is extremely comprehensive with the 5-Year Plan, the Financial Plan and Budget being well integrated. • Efficiency would be improved by consolidating the numerous budgets and accounting processes currently in use for the many districts. • Outsourcing of billing statements would allow office personnel to refocus on other duties to enhance efficiency.
• CL16 Page 76
  Facts: • The County Service Areas 1,2,3 and 4, owned by Amador County, are now being serviced by AWA under contract with the county. • It is anticipated that the assets of the CSA’s will be transferred to AWA by July 2002, at which time they will be owned and operated by the Agency. • The 2000/2001 Grand Jury performed a complete comprehensive review of CSA 3. • The Water Agency has reviewed the 2000/2001 Grand Jury report and is addressing each recommendation in conjunction with the California Water Quality Control Board.
• CL17 Page 77
  Facts: • Proposition 218, “right to vote on taxes act”, is followed to the letter when notifying customers of a rate change. • Customers in districts that are having proposed rate changes are notified several times by notices enclosed with their bills. • Proposed rate changes are also announced at semi-monthly Board of Director’s meetings. • The long-term goal is to have rate increases at or below the rate of inflation. • Each water district has its own rate. AWA has rates for five water districts and ten waste water districts. When the CSA’s are transferred, there is the possibility of having four additional water and wastewater rates. Findings: • For each proposed rate change, AWA must incur multiple administrative costs for each district including budget, accounting, legal review, Proposition 218 compliance, and special board meetings, mailings and special reports to the State regulatory agencies. • There is sufficient notice to customers of rate changes. • The present structure of multiple rates is a cumbersome and costly method of accounting.
• CL18 Page 77
  Facts: • AWA received a notice of violation on November 9, 2001 from the State Department of Health Services for failing to test backflow devices in CSA 3 annually. • Records were not updated when customers changed residences, therefore the current occupants were unaware of the requirements to test the devices. • In the past, a well variance had been issued to customers with “non-active” wells as a secondary water source on their property. This allowed property owners to discontinue annual testing of the backflow devices. • The practice of issuing variances for “non-active” wells will be discontinued due to the possibility of cross contamination of unapproved water into the AWA system. An AWA customer wanting to discontinue the required annual backflow device testing will have to officially abandon their well or disconnect from the AWA’s potable water system. June 25, 2002 2001-2002 Final Report 51 • The Agency has upgraded their software to ensure their database contains current customer information. These changes will also allow the tracking of customers with backflow devices and the history of testing. • AWA hired additional staff in October, 2001 to ensure compliance with the testing requirements and to regularly update the backflow customer database. • AWA has provided its customers with a list of approved backflow testers in Amador County for those wishing to have their devices tested privately. • This was the first violation that AWA received in over three years. Findings: • AWA has taken all the necessary corrective steps to ensure compliance testing of backflow devices. • AWA now has an adequate system in place for notifying customers of backflow testing requirements and time frames.
• CL19 Page 78
  Facts: • A 1999 report to the Mountain Counties Water Resources Association written by a consulting engineering firm reported the future water needs of the Central Sierra Counties, CA of which Amador is a part. • The report stated that in 1994 Amador County’s urban and agricultural water demand was 26,000 acre-feet, and by the year 2020 the total demand will be 37,000 acre-feet, and by 2030 over 40,000 acre-feet. • The AWA, recognizing future water needs, has been holding discussions with other utilities regarding future water allotments. Findings: • The AWA recognizes that the county’s present water supply may have to be augmented in the future and is planning for such a contingency.

No Responses Found 1

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