Grand Jury Report - 2000-2001

Conclusions 49

• CL1 Page 17
  Political pressures from Board of Supervisors
• CL2 Page 17
  Stressful situations for employees who have to tell people what they cannot do with their property Each part of this cycle interacts with another and produces an unstable workforce and a dysfunctional department. Santa Cruz County employee salaries are low relative to housing costs and living expenses in the county. A major contributor to this problem is the nine-county average that is used to determine Santa Cruz County employee salaries. Using the salaries of comparable staff positions in the four cities in the county would be more relevant than counties like Fresno, Napa, Solano or Sonoma. A weighted-average is a better method for calculating benchmark salaries than a simple average. The Planning Department has little control over salaries. Therefore, the problems that plague the Planning Department in regards to employees will continue indefinitely despite their good effort to retain and hire enough new people. Silicon Valley has become a major source of income for a number of Santa Cruz County residents. This has its good and bad points. Since a Silicon Valley employee earns substantially more than a Santa Cruz County employee, Silicon Valley income-earners have driven up the cost of housing in the county. The present salaries of new county employees make it difficult to find affordable housing. This negatively affects recruitment. Review of the Santa Cruz County Planning Department Page 11
• CL3 Page 18
  Adding a new status type
• CL4 Page 18
  Considering the new status type the same as a closed complaint
• CL5 Page 18
  Removing the closed files from all computer reports that show active complaints
• CL6 Page 18
  Keeping the history in the computer
• CL7 Page 18
  Changing all old complaints without health or safety problems to the new status type Relying on a new code compliance computer system as an excuse for not reducing the number of code compliance complaints is unacceptable. Code A-C verses 1-5 should not be an excuse for inaction. Although the department has defined its problems and designed initiatives to help correct the code compliance issues, the department is unable to get beyond the planning stage and implement the policies. Page 12 Review of the Santa Cruz County Planning Department It would be very beneficial to have the code compliance status on the internet for the following reasons:
• CL8 Page 19
  The department would receive fewer calls and visits, which will increase efficiency
• CL9 Page 19
  The department would have a greater incentive to reduce outstanding code compliance complaints Systems and Policies Conclusions Inability to accept credit cards is a disservice to the public. This simple reform would do much to improve public relations and reduce the frustration of the employees. The cost savings of personnel time and the convenience to the citizens would justify the cost. Since almost anyone can enter information into the computer, there is a potential for personal gain, collusion or errors. The department or the Auditor-Controller’s Office should consider installing an internal audit system, randomly picking both closed and open files to review. The web sites for both the development approval process and the building permit process are an excellent source of information to the public. Obtaining a new computerized planning system, currently used by other planning departments in the state, has the potential to reduce personnel costs. Further benefits include:
• CL10 Page 19
  Easy and flexible report writing module
• CL11 Page 19
  Easy way to update internet screens using the data stored in the system
• CL12 Page 19
  Consecutive numbering of the code compliance complaints in order of receipt
• CL13 Page 19
  Prevent a file from advancing to the next stage without completion of previous steps
• CL14 Page 53
  A secured ballot box is not utilized at each school.
• CL15 Page 53
  Some parents are eliminated from the voting process by missing an election meeting.
• CL16 Page 53
  Votes returned by students may get lost in transit or misplaced.
• CL17 Page 53
  Voting process should be established in accordance with democratic procedures. Training should be provided annually to the school site councils. School site councils are not adequately publicized. Too much dependence is placed on the school newsletter for communication. Most schools indicated that they had difficulty obtaining new SSC members. Participation greatly contributes to the success of a school site council; therefore, in order to stimulate interest, more creative efforts should be used. While the Education Code provides for specific oversight of school plans, it is ambiguous regarding the structure and organization of school site councils.
• CL18 Page 85
  Regulations attached to each categorical program are unreasonably confining. They create fragmentation of services that contradict accepted principles in the organization of effective medical practice. This fragmentation creates arbitrary hurdles for a family’s ability to follow treatment regimens and undermines continuity of care for all members of a family.
• CL19 Page 85
  Eligibility requirements and processes for tax-supported health programs are confusing and complex. For providers, compliance diverts scarce resources from direct service. For beneficiaries, the complexity of enrollment is a major disincentive to seeking assistance.
• CL20 Page 85
  The Grand Jury commends the accomplishments of the Central Coast Alliance for Health and its principles of practice for improved administration of Medi-Cal and Healthy Families Programs. Some of their successes are highlighted below: • Alliance membership in the Coalition for Health Care Outreach has contributed to the ongoing, community-wide effort to enroll those who are eligible for Medi-Cal and the Healthy Families Program. This strategy of decentralized outreach is especially important to the Spanish-speaking community whose families are not always aware of their eligibility for Medi-Cal or the Healthy Families Program. • Intensive and continuing efforts by community organizations to enroll eligible families in state and federally assisted health care programs channel scarce county funds into the medical care of those unable to qualify. Review of Health Care Services for Low-Income Families in Santa Cruz County Page 73 • The local administration of Medi-Cal and the Healthy Families Programs has proven to be more efficient than state administration. For example, total program costs are lower, a higher quality of care has been achieved and services are more accessible and convenient for beneficiaries. • Member’s access to primary health care and on-going health supervision has significantly reduced the cost of medical care. Primary care physicians and on-going health supervision have successfully managed referrals for specialty care and reduced the use of emergency services and admissions to local hospitals. • Administrative costs are kept within reason and dollars devoted to medical care are maximized. Access to a single family physician who is able to assure continuity of care reduces program costs. • Proactive measures in health education and organized prevention contribute to the maintenance of good health. • Recent State surveys indicate high rates of enrollee satisfaction with plan physicians and medical services. Because Medi-Cal enrollees may serve on the MMCC, they advocate policies that are advantageous to the members they represent.
• CL21 Page 86
  Tax-subsidized health insurance limited to poor children without coverage for parents is contrary to the effectiveness of providing primary and preventive care to the entire family.
• CL22 Page 86
  Low reimbursement rates to local hospitals for care to indigent patients tests the ability of hospital administrators to sustain these critical services.
• CL23 Page 86
  The Coalition for Health Care Outreach has become indispensable to the delivery of health services to low-income families and single adults. Its record has demonstrated the essential value of private and public collaboration in a joint effort to improve the health status of people who are vulnerable.
• CL24 Page 86
  There is a pressing need for primary mental health and dental services at county and community clinics and in the county operated prepaid plans. Credentialed mental health professionals can effectively manage common behavioral problems under the guidance of a psychiatrist. Group therapy can be employed to expand access to mental health care. The use of these strategies may eventually improve access to care in the entire community and contribute to an expansion of the pool of mental health professionals available to low- income families.
• CL25 Page 86
  The Health Services Agency is the logical entity to close critical gaps in the local community health care system.
• CL26 Page 86
  To be effective, the complex network of services to low-income persons requires a high level of mutual trust and cooperation between HSA, private providers and collaborating agencies. The Grand Jury commends the efforts of the HSA.
• CL27 Page 86
  The successful recruitment and retention of credentialed health professionals into county service is seriously impaired by the rising costs of housing, goods and services in Santa Cruz County. Page 74 Review of Health Care Services for Low-Income Families in Santa Cruz County
• CL28 Page 87
  The Medical Information Management System (MIMS), being developed by the County Health Services Agency, is essential to the improvement of its management of health care programs and the refinement of comprehensive health planning and evaluation.
• CL29 Page 87
  The style, reputation and effectiveness of Salud Para La Gente Clinic demonstrates that open access to primary and preventive health services can be both cost effective and compassionate. The Grand Jury commends Salud Para La Gente Clinic for the manner in which they find and enroll eligible families.
• CL30 Page 87
  With his experience in public health dentistry, the Dientes Community Dental Clinic director could be a valuable resource to the County in planning and implementing a full service dental program for Medi-Cal eligible individuals.
• CL31 Page 87
  The ingenuity and commitment of public health nurses in both case finding and referral and their refusal to be intimidated by the rigidity of the rules and regulations attached to categorical health programs are commended by the Grand Jury.
• CL32 Page 87
  Segregation of hospital care for the poor does not exist in Santa Cruz County due to the accommodation of county patients at community hospitals. All participating parties can take credit for this accomplishment which is recognized by this Grand Jury.
• CL33 Page 87
  The growing population of uninsured families in South County is having a major impact on the ability of health care providers to continue to offer high quality health care service.
• CL34 Page 103
  The volunteers for their dedication and time spent on behalf of their communities. Without the volunteers, these centers could not function successfully.
• CL35 Page 103
  The Sheriff’s Service Centers Deputies and volunteers for providing community outreach and proactive crime reduction at the neighborhood level.
• CL36 Page 103
  The Sheriff’s Service Centers Deputies for their efforts in reducing drug and alcohol abuse in teens through the above mentioned programs.
• CL37 Page 103
  Deputy Amy Christey and the Freedom Service Center for establishing the non-profit organization SAL.
• CL38 Page 24
  The city council spent an inordinate amount of time in 2000 discussing and restructuring the reporting relationship of the city manager and finance director that was ultimately returned to its previous state in conformity with Municipal Code. The city council allowed itself to be diverted from crucial city business by the antagonism between these two important city officials, which, in part, led to the resignation of a council member. Instead of using standard government practices to resolve a formal personnel grievance, the city council entered into a contract with one of the parties that contravened its own Municipal Code. A change in the reporting relationship between the city manager and finance director as a quid pro quo agreement for the withdrawal of the grievances presents serious public policy questions. Page 18 Investigation of the Reporting Structure between the Capitol City Council and City Manager
• CL39 Page 33
  Failure to apply customary purchasing procedures to consultants, professionals, services and supplies, creates a lack of adequate safeguards to prevent mismanagement of funds. When hiring consultants, the board did not request proposals because of their belief that they had to accept the lowest bid received. When there are no written contracts, board member review of all detailed bills is crucial. Over the years, the board has relegated many of their responsibilities to consultants, which results in relinquishing board duties to nonelected persons. The Grand Jury questions the amount of money expended on consultants’ fees for routine administrative and managerial tasks which could have been performed by employees, such as the chief, assistant chief, battalion chiefs, or administrative assistants. Some board members were reluctant to consider knowledge of the Brown Act as their responsibility. Based on letters and the facts available, the Grand Jury concluded tape recordings made by a recording secretary for the board, a district employee seated at the board’s table, was a public document and should have been made available to the public. Lack of by-laws or other documented procedures for the governing board has fostered a dependency on opinions rather than established policy. Investigation of Complaint Concerning the Board of Directors of Central Fire Protection District Page 25
• CL40 Page 41
  The budgets in some fire protection districts are too small to provide for a paid firefighter staff. Without volunteer firefighters in these areas, there would be inadequate fire protection. Volunteer firefighters as well as paid firefighters should be acknowledged for their valuable service to the community. To comply with the new law requirements of “two-in, two-out” in fighting structure fires, firefighters must wait until additional firefighters arrive at the scene before entering a structure. This increases the possibility of losing a structure or human life if a person is unable to make their presence known to the firefighters.
• CL41 Page 45
  Some incumbent directors demonstrate ill will towards each other that impedes their ability to cooperate. This has had a negative impact on the ability of the district to move ahead with a number of proposed projects, including such simple projects as painting a four square court or hopscotch on asphalt. The lack of a current, comprehensive Policies and Procedures Manual, to which the directors and the general manager adhere, has fostered an atmosphere of extreme animosity at the board meetings. This contributes to endless discussions at board meetings. Updating and editing policies and procedures at meetings of the board of directors is poor utilization of meeting time and is an impediment to handling the business of the district. This approach to updating the policies and procedures has created agendas with an unwieldy amount of unfinished business, most of which is related to changes in policies or procedures. Compilation of updated policies and procedures has been haphazard and there is no way to know what changes have been made. The general manager’s ability to perform is impeded by the lack of an approved job description and the absence of annual performance evaluations. This has intensified the ill will between directors who feel the job is being performed adequately and those who feel it is not. The letter of intent to resign by an incumbent director was made public immediately after election results were posted in November 2000. The Grand Jury questions the timing of this action. This letter states that the general manager withheld knowledge of the incumbent’s intent to resign from the other directors. When this letter was made public, the fact that the general manager had known of the intent to resign was revealed, which gave the appearance of impropriety on the part of both the incumbent director and the general manager. This further undermined the relationship between the general manager and the other directors. Limitation of the public at the podium on any one agenda item has improved the ability of the board to move ahead in meetings.
• CL42 Page 60
  The Santa Cruz County Office of Education has demonstrated leadership for developing a model Homeless K-12 Education Program in California. They have done an outstanding job of assisting homeless children in Santa Cruz County. The Grand Jury applauds Jo Anne Allen for her work in developing this model program. After 12 years in the program, Ms. Allen has become the leading authority and local and national spokesperson on educating homeless children. Her enthusiasm, knowledge, and leadership have played a paramount role in the success of this program. Community agencies helping homeless families in Santa Cruz County deserve credit for their financial and human services support for the County Office of Education and homeless children these last 12 years.
• CL43 Page 98
  The number of complaints made to the Santa Cruz City Police Department is extremely low. The existing training provided to CPRB members does not involve adequate training in the Police Department’s practices and procedures. An established procedure is in place at the Santa Cruz Police Department to investigate citizen complaints and an additional level of review increases the complaint resolution time. The chief of police is not bound by the recommendations of the CPRB but agrees with their findings in most cases. A review board has the potential to provide a new perspective and serve as a checks and balances on the police department’s complaint review process. Page84 Review of the Citizens’ Police Review Board of the City of Santa Cruz
• CL44 Page 105
  Residents of California benefit from the firefighting work of the Ben Lomond Conservation Camp and the Grand Jury recognizes the value of their hard work. Wards are given a great opportunity to change and improve their lives through the educational and vocational classes offered at the facility.
• CL45 Page 107
  We commend the staff on the number of classes and activities available to the inmates. However, these activities are optional and are, therefore, dependent on the motivation of each inmate.
• CL46 Page 109
  The staff deserves credit for their beneficial influence on the lives of youth through education, discipline, and friendship in an environment free of gang pressures. With the assurance of three meals a day and the opportunities provided by the Juvenile Hall Facility, these young people are given a chance to change and improve their lives.
• CL47 Page 111
  Much needed structural and security improvements have been initiated with grant funds. Since women at the facility are a growing population, a plan needs to be developed and implemented to curb overcrowding. The turnover rate of detention officers needs to be reduced. Kitchen space and storage are inadequate based on the number of meals prepared daily. Review of the Main Jail Page 97
• CL48 Page 115
  The Grand Jury commends the staff for the extensive vocational and educational programs offered to inmates. The work crews of the minimum-security facility are to be applauded for their efforts that enhance and contribute to the maintenance of county landfills, recreational parks and local beaches. The number of inmates who completed their GED while at the facility is impressive.
• CL49 Page 121
  The financial compliance, including the work of their independent Certified Public Accountant, was clear, complete and well presented. Because the members of the Grand Jury change every year, there is no continuity of membership on the county’s audit committee nor a guarantee that a qualified juror is available to sit. If the two grand jurors are removed from the committee, the board of supervisors should consider appointing members of the community that can participate with more continuity.

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