The Honorable Eric Labowitz Presiding Judge, Superior Court 100 North State Street, Room 303,

Conclusions 7

• CL1
  In the 2004-2005 Mendocino County budget, what was your department’s dollar amount and percentage of budget reduction? The current economic downturn and the State’s fiscal crisis, which resulted in reduced funding for County departments (i.e., reduced net County cost assignments), began in Fiscal Year 2002-03. Therefore, the below figures are intended to demonstrate the total net County cost impact to General Services over that three-year period. General Services’ operating budgets include Budget Units 1160 (General Services), 1610 (Buildings and Grounds), and 1620 (Garage). General Services also manages the Capital Improvement Projects budget (1710), which is made up of Capital Maintenance Reserve funds for maintenance, repair, and some improvements to County facilities, as well as contributions for specific projects from County departments. Aggregate net County cost assignment for Budget Units 1160, 1610, and 1620 in Fiscal Year 2001-02: $2,788,771 vs. Fiscal Year 2004-05: $2,437,839 Percentage of reduction: 12.6% The reduced net County cost assignment between Fiscal Year 2001-02 and the current fiscal year (2004-05) is compounded by the requirement that departments also absorb employee salary and benefit cost increases, which, over that four- year time frame, have amounted to approximately 17% per departmental employee. This increase is the result of cost of living and merit increases, as well as dramatic increases in the cost of workers’ compensation and County (i.e., departmental) contributions to the employee health insurance and retirement programs. Also contributing to the challenge of meeting the net County cost reductions have been dramatic increases in non-employee related operating costs. These costs include, for example, utilities, gasoline, household supplies, and contracted maintenance. In virtually every case, these costs are unavoidable and largely uncontrollable. Buildings and Grounds, for example, has no choice but to provide an adequate level of lighting, heating and air conditioning, janitorial service, and trash hauling. The County Garage is required to provide fuel and maintenance for County vehicles.
• CL2
  Explain what impact(s) the budget reductions have had on your department. In terms of personnel, the second Buyer position, originally funded in Fiscal Year 2001-02, has never been filled. The funds for the position have been used to pay salary and benefit increases for existing staff. Despite the addition of over 100,000 square feet of new facilities in that time frame, no new groundskeeping or building maintenance staff have been added, and custodial staff has increased only to the extent the occupying departments have been willing to reimburse the custodial costs. Three of the department’s four management positions became vacant through retirements at the beginning of the fiscal year, two of which have been forced to remain vacant for the entire fiscal year, and may continue to remain vacant in Fiscal Year 2005-06. This places an inordinate burden on the remaining department head, management, and supervisory positions. Vacant line staff positions are required to be left unfilled at least part of the year (see below regarding Building Maintenance Technician). Two full-time custodian positions (whose costs were not reimbursed by client departments) and a half- time groundskeeper position were eliminated. The work load on the remaining line staff has also increased as a result of the new facilities and the cancellation of outside landscaping and maintenance contracts as a cost savings measure. Two key administrative support employees voluntarily work less than full time. The current budget provides little or no funding for training opportunities for technical staff (for example, auto mechanics and building maintenance technicians). Neither Buildings and Grounds nor the Garage are sufficiently staffed nor funded to perform cost-effective and timely preventive maintenance to County facilities and vehicles. The County Parks system, which Buildings and Grounds “inherited” in 1992, is minimally staffed and funded. The seven County parks, from Redwood Valley to Gualala, are maintained in effect by one groundskeeper. Maintenance of the parks is minimal, at best, and enhancements have been virtually curtailed other than those that are able to be funded through State bond allocated monies. Most importantly, the Parks system suffers from the inability to fund a parks and recreation professional, someone with the time and expertise to oversee the development of the Parks system for the benefit of the public and to pursue grant funding opportunities. 2 The inability to properly fund the routine and capital maintenance and repair of County facilities has a short-term effect on the condition of the facilities and a long-term detrimental impact on the cost of repairs. (For example, the cost of repairing or replacing a roof or parking lot is vastly greater than the cumulative cost of timely, preventive maintenance.) The Capital Maintenance Reserve Fund in Budget Unit 1710, which was budgeted at $341,000 in Fiscal Year 2002-03, was reduced to $219,000 in Fiscal Year 2003-04 and $75,000 in Fiscal Year 2004-05; this is barely – if at all – adequate to pay the cost of routine and emergency repairs. Based on the industry standard capital maintenance cost of $0.64 per square foot per year, the Reserve Fund should be budgeted annually at approximately $400,000. Finally, the current net County cost assignment in Budget Unit 1710 does not allow funding for such necessary projects as the retrofitting of facilities for disabled access (approximately $1,000,000 total cost) and the remediation of contaminated former underground storage tank sites; nor does it allow for the retrofitting of facilities for increased energy efficiency. (As a footnote, it is our understanding that the County Executive Officer will recommend funding the Capital Maintenance Reserve Fund in the amount of $344,000 in Fiscal Year 2005-06.)
• CL3
  What adjustment(s) are you making in your department as a result of budget cuts? What project(s), personnel, or service(s) have been curtailed or diminished? As noted above, several management positions are left vacant for an extended period; individual employees are working less than full time (voluntary time off); preventive maintenance and landscaping contracts have been terminated, and the work brought in-house; training and non-essential travel have been severely reduced or eliminated; and non-essential facility maintenance requests have been postponed or declined. As noted under Question 2 above, a building maintenance technician position, which became vacant in the spring of 2004 due to a retirement, was left vacant until early December. The position would have remained vacant even longer were it not for one-time funding assistance in the amount of $15,000 from the Sheriff’s Department. This temporary vacancy exacerbated Buildings and Grounds’ documented (by the Grand Jury) difficulty in providing adequate and necessary maintenance to County facilities – in particular, the County Jail. Absent supplemental funding from the Sheriff’s Department and/or adequate additional net County cost in Fiscal Year 2005-06, it is questionable whether this position will be able to remain filled full-time after July 1, 2005. 3
• CL4
  What other sources of revenue does your department receive? (List dollar amount(s) and source(s).) A. General Services (BU 1160) anticipates revenue in Fiscal Year 2004-05 in the total amount of $653,489 from client departments and some outside agencies for the following: Microwave radio maintenance Cell phone service Typewriter maintenance Federal Express/UPS costs Legal advertising Copy machine rental and maintenance Printing services Stores/Purchasing services Vending machine commission Sale of surplus non-automotive equipment at auction B. Buildings and Grounds (BU 1610) anticipates revenue in Fiscal Year 2004- 05 in the total amount of $775,000. This revenue is primarily from reimbursements from the departments of Social Services, Mental Health, Child Support Services, and Library for costs related to the operation and maintenance of their respective facilities. In addition, Public Health reimburses its portion of facility maintenance costs at the Willits Integrated Services Center, and the Courts, through an annual agreement with the County, reimburse Buildings and Grounds for custodial service. C. Garage (BU 1620) anticipates revenue in Fiscal Year 2004-05 in the total amount of $750,000 from an operating and maintenance cost per mile of $0.26 charged for all County vehicles, except those belonging to and maintained by the Department of Transportation.
• CL5
  If the budget cut was restored to your department, what would be the first action taken by your as department head? The first step would be the reinstatement to full time of all employees and the filling of vacant positions. (The exception would be those employees whose less than full-time schedules are voluntary and approved by the department.) In addition, we would reinstate adequate, timely, and preventive maintenance programs for facilities and vehicles, and ensure the replacement of all County vehicles at the Board-approved milestone of 100,000 miles. Training for technical staff would be reinstituted. Antiquated equipment (e.g., postage machine) would be replaced at the earliest opportunity. A fully staffed and more professional centralized purchasing function focusing on strategic rather than transactional purchasing would be developed to ensure that the County’s procurement dollars were wisely and appropriately spent. 4
• CL6
  How would a budget cut of similar magnitude in the future affect your department? What project(s), personnel, or service(s) would be curtailed or diminished? The negative impact on employee morale of job uncertainty, increased workload, inadequate training, and the inability (because of short staffing) in all cases to perform one’s work to a minimum standard (e.g., custodial work), which have already taken place, would be magnified. Since all the services and supplies General Services/Buildings and Grounds/Garage provide to departments are either essential (e.g., utilities, housecleaning, facility and vehicle maintenance, fuel) or cost-effective (e.g., centralized purchasing, printing, mail delivery), it is frankly hard to imagine which services would be curtailed or diminished. The effect of any further diminishment of services would not be limited to General Services/Buildings and Grounds/Garage. Instead, they would be felt by all departments. For example, if a Sheriff’s vehicle could not be maintained or fueled, law enforcement would suffer; if a building could not be adequately cleaned, maintained or climate-controlled, employees throughout the County would be at risk of injury or illness; if centralized purchasing, printing, or mail service were curtailed, all departments would suffer from waste and inefficiency; if parks were not properly maintained, the public’s safety would be compromised. With further (or continued) reductions in funding, the County would be forced to continue to defer the timely and cost-effective maintenance and repair of facilities and replacement of vehicles. Such deferred maintenance, repair and replacement over time serve to increase operating costs and undermine the efficient delivery of essential services.
• CL7
  In a perfect world, what changes would you make (that may or may not be) within the scope of your department to save the County money? Firstly, I would ensure that the growth in internal support departments, such as General Services, was commensurate with the growth – particularly in terms of staffing – of “service” departments. Over the past 10 to 20 years, several “service” departments, in particular, health and human services departments, have grown significantly, while the staffing level for General Services and, indeed, most (if not all) support departments, has remained virtually stagnant. While in many cases the service departments are billed (for example, through the “A-87” process) through the County Auditor for support services, a significant amount of the revenue flows to the General Fund as discretionary funds; too seldom and to too little extent are such funds utilized to pay the cost of providing adequate support services. In this same vein, the County over the past many years has seen fit to pursue and expand a variety of grant-funded programs without ensuring that the internal services (e.g., maintenance, custodial, purchasing) required to support these programs are adequately staffed and funded. 5 Secondly, as noted above, the County’s centralized purchasing function should be expanded. An organization with an annual budget (in Fiscal Year 2004-05) approaching $170,000,000 requires professional, centralized purchasing oversight. One of the peculiarities of the current “have” and “have-not” culture of the County organization is that the departments that can afford to do so in some cases have support staff which duplicates or even exceeds the staff in the internal support departments. Support services such as purchasing should be centralized and standardized, not spread unevenly among County departments to the benefit of some and the detriment of many and, ultimately, the disservice to the taxpayer. Thirdly, as also noted above, I would ensure that facility and vehicle maintenance staff and funding were always adequate to ensure safe occupancy and use of County facilities, including parks, and the safe and reliable operation of County vehicles. Not doing so costs the County money. Postscript: Since this report was prepared at the Grand Jury’s request on November 30, 2004, net County cost assignments for Fiscal Year 2005-06 have been distributed to County departments. As of this writing, April 12, 2005, it appears that General Services and Buildings and Grounds, along with many – if not most – County departments, will be required to absorb a further budget reduction of approximately 10.8% in the coming fiscal year. The Garage budget, or net County cost assignment (-24,017) is the same as Fiscal Year 2004-05. In the aggregate, if the proposed net County cost assignments are adopted in the Final Budget for Fiscal Year 2005-06, General Services, Buildings and Grounds, and Garage budgets will have been reduced a total of 22.1%, or $616,566 over the past four fiscal years. cc: Honorable Board of Supervisors Alison Glassey, Interim County Executive Officer 6 County of Mendocino Post Office Box 629 Grand Jury Ukiah, CA 95482 (707) 463-4320 Department Head Survey – Grand Jury

Comments 31

• CO1
  In the 2004/05 Mendocino County budget, what was your department's dollar a mount and percentage of budget reduction?
• CO2
  Explain what impact(s) the budget reductions have had on your department.
• CO3
  What adjustments(s) are you making in your department as a result of budget cuts? What projects, personnel, or services have been curtailed or diminished?
• CO4
  What other sources of revenue does your department receive? (List dollar amount(s) and sources.
• CO5
  If the budget cut was restored to your department, what would be the first action taken by you as department head?
• CO6
  How would a budget cut of similar magnitude in the future affect your department? What projects, personnel, or services would be curtailed or diminished?
• CO7
  In a perfect world, what changes would you make that may or may not be within the scope of your department to save the county money? Page 26 of 245 COUNTY DEPARTMENTS
• CO8
  County Counsel 23. Risk Management
• CO9
  Clerk of the Board 24. Sheriff*
• CO10
  District Attorney 25. Social Services
• CO11
  Farm Advisor 26. Transportation
• CO12
  General Services 27. Treasurer-Tax Collector 13.Grand Jury 28. Water Agency 14.Human Resources *Subject of 2004-2005 Grand Jury Report 15.Information Services All Actual Department Responses Attached as Appendix 1 (Pg 118). Response Required Mendocino County Board of Supervisors Response Requested All Mendocino County Department Heads Page 27of 245 Page 28 of 245 There’s a Change in the Weather (June 30, 2005) A Report on the New Position of Mendocino County Chief Executive Officer SUMMARY In response to citizen questions and concerns, the Grand Jury looked at the changes anticipated as a result of the shift from a County Administrative Officer (CAO) to a County Executive Officer (CEO).
• CO13
  The astute use of technology by the office of the Clerk/Assessor has mitigated the effect of budget cuts that have had such a negative impact on many County agencies. The Grand Jury commends the administration of the office for both the overall efficiency and helpfulness demonstrated in the workplace.
• CO14
  Whatever the circumstances, the death of a pet is a difficult, often traumatic experience for the owner. The treatment of a bereaved owner by a government agency which must often deal with such incidents should be, at the very least, professional. Two owners living outside Ukiah Valley learned from other sources that their two dogs, one unharmed and one dead, had been taken by an ACC employee to the city facility. They left phone messages indicating their desire to retrieve both pets. Although both dogs carried microchips, there is no indication that either was scanned at the Ukiah facility. Upon arrival, they were told at the reception desk that the dead dog was in the freezer. Indeed, the Grand Jury was told that an identified dead animal would be kept in the freezer until the owner is reached, then released to the owner or burned. When one of the owners was directed to the rear of the facility, he was told by another staff member that his animal was in the incinerator. The door was opened, his dead pet was pointed out, and the owner himself entered the incinerator to retrieve the dog. He was not offered, as a courtesy, a container such as a large plastic bag in which to carry the remains to his car. The Grand Jury recognizes the important and necessary work of Animal Care and Control workers. Spaying and neutering programs, the rescue of strays, organization and promotion of the adoption process are all vital services to this community. The Grand Jury believes, however, that those services would be improved by clear and concise guidelines in a Policy and Procedures manual disseminated to all staff members and volunteers. Finally, when saddened owners arrive at the facility to recover a dead pet, Mendocino County citizens expect courtesy and professionalism from ACC employees and volunteers. The Grand Jury would hope, in addition, that such clients be shown sensitivity and understanding. Response Required Mendocino County Board of Supervisors Response Requested Mendocino County Chief Executive Officer Director, Department of Animal Care and Control Page 16 of 245 WET KENNELS AND LOW MORALE ANIMAL CARE AND CONTROL REPORT (June 16, 2005) Summary Several problems found through previous oversights of the Mendocino County Animal Care and Control Department (ACC), particularly in the areas of management, staff training, and public service, continue to cause concern within the County. Care of animals and euthanasia protocols at the Ukiah facility also surfaced as issues in the course of this year’s investigation. Recommendations include new and previously stated ideas for improvements.
• CO15
  The management of the ACC appears to be primarily committed to showing a profit, in contradiction to its Mission Statement. This may explain the ACC’s reputation in the animal welfare community as more interested in collecting fees from those groups offering adoption services than in finding good homes for as many animals as possible. Too many clients are met with hostility and rudeness at the front desk of the Ukiah facility; too many employees serve multiple probations which seem more a means of staff control than a time for education and training; too many Page 19 of 245 directives to employees are verbal and inconsistent rather than clearly codified in written form to which all can refer; too many animals are designated as “unadoptable” for reasons that are unclear and/or arbitrary. It is true that the Board of Supervisors has the ultimate responsibility for the management philosophy and style of every County Department. As stated in Recommendation 1, however, the Grand Jury strongly urges the Board to form a community advisory committee to facilitate public scrutiny of a troubled Department.
• CO16
  All but one of the recommendations above address practices to be followed within the library. The Grand Jury chose to write only one recommendation that responded to the broader and more important issue of supervision. The troubles in the Mendocino County Library system were in part the result of poor management within the department, but the supervisory system within the County government failed utterly to respond to warning signs that were plain from the beginning. The Department of Human Resources, the Chief Administrative Officer and the BOS were unable to intervene in any effective manner. These officials are all heavily burdened with multiple responsibilities, but their inaction had consequences for the County, for its employees, and for the patrons of the Library, that were real, considerable, and expensive. The buck stops with the BOS, as they would be the first to admit. The supervision of department administrators requires both time and specific training, both in short supply for our Supervisors. The creation in March 2005 of the position of the Mendocino County Chief Executive Officer is being touted as a fix for the problem of evaluation and performance review of department heads, as well as general oversight of department functioning. The Grand Jury joins the citizens of Mendocino County in hoping that this will be the case. Our libraries are a grievously under-funded enterprise. When it comes to bang for the buck, money invested in the Library system yields extraordinary returns that Page 22 of 245 are both intangible and material. This free service to County residents enriches the lives of all who use the system, particularly those of school age. At a time when other services must be cut back, additional funding for the library could help to address some of the pervasive inequities in our society. RESPONSE REQUIRED The Mendocino County Board of Supervisors RESPONSE REQUESTED Director, Mendocino County Library Director, Department of Human Resources Mendocino County Chief Executive Officer Director, Mendocino County Office Local 707, SEIU Page 23 of 245 Page 24 of 245 Budget Impact Report (June 1, 2004) Summary The Grand Jury asked all 28 Mendocino County department heads to respond to a seven-question survey regarding the impact of the recent budget cuts on each department. The questionnaire and the responses received are included in this report.
• CO17
  “Policy and personnel management don’t mix,” as one interviewee observed. The creation of the CEO position is clearly intended to provide for better management and, in the process, allow the BOS to focus on policy without the added friction brought on by difficult personnel issues. Agency directors may be relieved, in fact, by having to report to one person rather than a Board, but the change should also mean that a coherent and consistent management process will be in place. Whether or not the BOS will give the CEO the power to manage effectively remains to be seen. If the Board meddles and micro-manages, then the change will have brought no improvement. Put another way, we will be no worse off than we were before, but no-one thinks that’s a good option. The BOS has, in fact, a lot invested in the success of the CEO; at this point, the CEO has therefore considerable power to establish a good working environment. In addition to his relationship with the BOS, the CEO needs to make himself available to the public who deserve to know more about the person who takes this new position. There are some who fear that the CEO position will act to insulate further the County government from the public and thereby make County officials less responsive to public needs and wishes. The Grand Jury understands that concern. The important questions about lines of authority have to be worked out carefully. That such questions are still pending is inevitable, as this venture into a new kind of administration is a work in progress, with details to follow. It has been undertaken by County officials who are seeking to make changes in an organization that badly needs change. Supervisors, as well as outside observers, are unanimous in their agreement that politics and conflict have diminished the effectiveness of the BOS in the past. We can only hope that those days are over and that this group has realized that the budget crisis, along with all the other crises, demands cooperation and effective action. The decision to create the CEO position supports that hope. RESPONSE REQUIRED Mendocino County Board of Supervisors RESPONSE REQUESTED Mendocino County Chief Executive Officer Mendocino County Counsel Page 30 of 245 Form 700, Conflicts of Interest & Fair Political Practices (July 1, 2005) Summary The objective of this Grand Jury investigation was to review the Form 700 conflict of interest filing requirements for Mendocino County Grand Jury members.
• CO18
  The Grand Jury is pleased that Mendocino County has had no reported abandoned newborns. The Grand Jury considers Health and Safety Code§1255.7 to be vitally important and believes the actions recommended to the BOS and others may save lives. The Grand Jury compliments Howard Memorial Hospital on their compliance with and implementation of the Abandoned-Newborn Bill. During an unannounced Page 43 of 245 visit, the Grand Jury found the staff to be very well prepared and informed. The Grand Jury also acknowledges the efforts of the nursing and risk management staff training all hospital personnel to accept an abandoned newborn at any hospital entrance. The Grand Jury believes that this serious problem has a quick, easy and inexpensive solution. The Grand Jury urges the BOS to act immediately to bring Mendocino County into complete compliance with the Abandoned Newborn Bill. Response Required Mendocino County Board of Supervisors Mendocino County Sheriff Response Requested: Mendocino County Public Health Officer Mendocino County Department of Social Services Mendocino Coast District Hospital Ukiah Valley Medical Center Frank R. Howard Memorial Hospital Page 44 of 245 Fort Bragg Police Department and Holding Cells (January 26, 2005) Summary In accordance with duties required, the Grand Jury visited the Fort Bragg Police Department, the department office, and the holding cells on the adjoining property of the Mendocino County Sheriff's Department.
• CO19
  The Fort Bragg Police Department continues to perform well in the face of financial adversity. The Department is able to provide the necessary services and protection for their community. The Department would like to be able to do more with education and prevention within the local school systems. The Fort Bragg Police Department is also trying to find grant funding to carry out special projects and is making special efforts to find affordable housing for police personnel. Response Required Fort Bragg City Council Response Requested Fort Bragg Police Chief Page 46 of 245 Mendocino County Jail, Courthouse Holding Cells, and Fort Bragg Sheriff’s Holding Cells (January 26, 2005) Summary In accordance with duties required, the Grand Jury visited the Mendocino County Jail (MCJ), the Mendocino County Courthouse Holding Cells, and the Fort Bragg Sheriff’s Holding Cells.
• CO20
  The three major reasons for inmates coming to MCJ are substance abuse, theft, and domestic violence. Ninety-nine percent of these inmates have problems related to alcohol, other drugs, or mental health issues. Methamphetamine is a factor in 80% of the arrests in the County. The use of this drug increases the combative and suicidal tendencies in the inmate population. The use of Methamphetamine is a primary factor in the higher rate of women incarcerated. There is an increase of indigent inmates in MCJ during the cold winters and hot summers. The Booking Officer needs an assistant to answer telephone calls and take messages in regard to bail-related matters, court appearances, attorneys, and other relevant matters. This would increase the efficiency of the booking process. The recently installed electronic control board ensures the reliable function of all the security doors in the facility. Jail personnel do an excellent job of providing basic custody services with available facilities and funds. Response Required Mendocino County Board of Supervisors Mendocino County Sheriff Response Requested Mendocino County Building and Grounds Director Page 59 of 245 Page 60 of 245 Willits Police Department and Holding Cells (January 26, 2005) Summary In accordance with duties required, the Grand Jury visited the Willits Police Department and the Holding Cells located at 125 East Commercial Street in Willits.
• CO21
  The City of Willits loses a great deal of money and experience when a trained law enforcement officer leaves the Willits Police Department to work for higher pay in a neighboring agency. Retention of officers should be a priority for the Department. The current annual disparity of salary exceeds $6,000 for a Willits Police Officer. An equal peer pay raise and the restoration of the previous health care benefits would do a great deal to reduce the loss of trained, experienced law enforcement officers in Willits. The high cost of overtime pay can be reduced by the addition of at least one officer to the Police Department. An additional officer would ease the stress on the current officers who must work extended overtime and on their days off when illness, injury or vacations occur. Overtime costs would also be cut by the employment of at least one Community Service Officer. The CSO could work in the evidence room, handle cold reports at the office window, process abandoned vehicles, transport inmates and other necessary duties. The position of detective in the Willits Police Department is essential for a growing community. A Willits-based detective, familiar with the environs and the community, would provide the skills necessary for effective major crime law enforcement. Even in an era of spending cuts and reduced services, an efficient, well-trained Page 66 of 245 law enforcement agency is nonetheless absolutely essential for every community. If the City of Willits is to maintain such an agency, strong and creative city leadership must explore every avenue of grants, taxation, fundraising, etc., to support the Willits Police Department. Acceptance of the Grand Jury Recommendations would start the process of strengthening a viable but struggling agency. Doing anything less could lead to the closure of the Willits Police Department. Response Required Willits City Council Mendocino County Sheriff Response Requested Willits City Manager Willits Police Chief Mendocino County Building and Grounds Director Page 67 of 245 Page 68 of 245 Mendocino County Juvenile Hall (February 23, 2005) Summary In accordance with duties required, the Mendocino County Grand Jury visited the Mendocino County Juvenile Hall.
• CO22
  The Grand Jury finds that Juvenile Hall management and staff are doing a commendable job. They strive to find a balance between punishment and Page 71 of 245 rehabilitation. The Grand Jury believes the minimal staff turnover rate is the result of their commitment to making positive changes in the lives of local youth. The absence of a Juvenile Work Program negatively impacts on the rehabilitation process for Mendocino County youth on probation. While the Graffiti Abatement program located in Ukiah could be restored at a cost of $28,000, a broader program with centers in Willits, Fort Bragg and Ukiah would require funding up to $280,000. Response Required Mendocino County Board of Supervisors Response Requested Mendocino County Juvenile Hall Superintendent Mendocino County Chief Probation Officer Page 72 of 245 Mendocino County Patrol Officer Coverage & Emergency Service (April 18, 2005) Summary In response to a citizen complaint, the Mendocino County Grand Jury investigated the staffing of the Mendocino County Sheriff’s Department. In particular questions concerning the number of patrol officers and their shift hours were investigated. While the Round Valley area was found to be of particular interest, general information for the entire County was compiled to ensure a comprehensive understanding of the work performed by patrol officers and their superiors. In addition, the Grand Jury investigated the ability of the Mendocino County Sheriff Dispatch to respond to emergency (911) calls.
• CO23
  The Mendocino County Sheriff’s Department is doing well with the staff available. In an era with so many funding issues, it is remarkable that the work of the Department continues with a high degree of efficiency and professional dedication which provides the citizens of Mendocino County a reasonable level of police protection. Should citizens in a given area feel the need for additional protection Neighborhood Watch Groups can be organized. The Sheriff’s Department is willing to assist in the formation of such groups if their help is requested. The Mendocino County Sheriff’s Department must patrol approximately 3800 square miles with a patrol staff of 68. Their duties are varied and complex. In response to a growing County population and a growing drug problem they work to provide the best service possible with the funds available. Citizens within the County will find that they are best served when involved with their communities and willing to invest time to make the County a better place in which to live and work. For example, volunteers who dedicate time to the Reserves and Search and Rescue teams are to be commended. The duty assignments for patrol officers in the County provide a very challenging logistical problem. With the staff available the Department must strive for maximum protection at the most critical times. Citizens of the county must realize Page 75 of 245 that the remote areas will not have 24/7 coverage. Other deputies must cover for personnel who are injured, on sick leave, or on vacation. Law enforcement personnel within the County and beyond must be prepared to respond in a timely fashion to a wide variety of emergencies. The Emergency Response System in the County does well to service such a vast area. Communication within all parts of the county continues to improve. The Sheriff Dispatch works constantly to improve the existing communication system. An upgrade of the microwave communication system used by officers on the ground is necessary. Verizon should give closer attention to their land line communication system in the northern part of the County. Citizens with a concern regarding the 911 response system should work with the Federal Communications Commission (FCC) to exact a change.
• CO24
  The Grand Jury believes that we are indeed fortunate to have these camps in our county. The fire crews may be the first on a fire scene and may be the last to leave. The fire crews are to be applauded for their efforts, which contribute to the safety and fire protection of our communities. Parlin Fork and Chamberlain Creek Conservation Camps are well maintained, well organized and are an important and valuable asset to Mendocino County. Response Required Board of Supervisors Response Requested Director, Parlin Fork Conservation Camp, California Division of Forestry Director, Chamberlain Creek Conservation Camp, California Division of Forestry Director, California Department of Corrections Page 78 of 245 Round Valley Unified School District – A School Board Left Behind (June 22, 2005) Summary Based on a citizen’s complaint regarding compliance with law governing special education received in March of 2003 which was the subject of Grand Jury investigations last year as well as this, the 2004-2005 Mendocino County Grand Jury examined issues pertaining to Special Education Services in Round Valley Unified School District (RVUSD) in Covelo. Following this report is Appendix II with more general information about Special Education.
• CO25
  The Grand Jury believes that all parties, especially parents, should know their rights, responsibilities and obligations so that they work together in the best interests of the students. Appendix II contains some basic information for parents, teachers and others. The findings in this report paint an initially discouraging picture. Wider community problems, poor communication, failure on the part of many to assume responsibility, lax standards of management, and even administrative misfeasance have created a tangle of problems that could seem almost insoluble. RVUSD is at grave risk for losing local control. As it now stands, this may be the best solution – absent effective and immediate action by the School Board. The Grand Jury recognizes the good will and hard work of members of the Covelo community, in particular many of the dedicated and skilled teachers and staff of the district. Response Required Superintendent, MCOE RVUSD Board of Trustees Response Requested Director, MCOE, Human Resources Department Director, SELPA Superintendent, RVUSD Special Education Director, RVUSD Secretary of Education, State of California Page 84 of 245 The Mental Health Board Report (March 15, 2005) SUMMARY Established under the Welfare and Institutions Code (5600), The Mendocino County Mental Health Board (MHB) “review[s] and evaluate[s] the community’s mental health needs, services, facilities, and special problems,” (from the Mendocino County Mental Health Department website). The Grand Jury conducted an investigation of the MHB.
• CO26
  In its investigation, the Grand Jury encountered wildly divergent and contradictory perceptions of the MHB as well as of mental health services in the County. Many of these views have appeared in local media. Stepping back from the specifics of these articles and letters, the Grand Jury realized that it is axiomatic that, around this topic, passions and convictions are very strong. Government agencies and the general public should accept this as inevitable and even desirable. The MHB is a welcome and vital voice in our effort to create the best possible mental health system in our County. RESPONSE REQUIRED Mendocino County Board of Supervisors RESPONSE REQUESTED Director, Mental Health Department Mental Health Board Page 92 of 245 Report on Proposition 63 – The Mental Health Services Act (May 11, 2005) Summary As part of its responsibility to oversee public health programs in Mendocino County, the Grand Jury has studied the process, currently underway, through which the County will establish programs and policies in response to the opportunity created by The Mental Health Services Act (MHSA).
• CO27
  The Grand Jury welcomes the widely expressed commitment to openness and transparency in the planning process for Prop. 63 and urges that it be carried out to the fullest by all concerned. The exercise in planning that we in this County are now engaged in presents a welcome opportunity to examine in the broadest possible perspective mental health services in the County. There are difficult choices to be made, and prior experience tells us that any decision made will be questioned. The best place to raise those questions is during the workgroup process rather than after the groups’ work is done. Officials and members of the general public who participate in those groups will have much more influence on the final plans. The guidelines call for an emphasis on new approaches and methods. Innovation for its own sake has limited value, but a study of alternatives to the status quo that is both rigorous and open-minded has great promise. And even if the specific programs initiated as a result of the MHSA accomplish relatively little, an honest and truth-seeking debate across all the boundary lines on the map of mental health services may yield great rewards. Response Required Mendocino County Board of Supervisors Mendocino County Sheriff’s Department Response Requested Director, Department of Mental Health Mendocino Mental Health Board Director, Department of Social Services Director, Public Health Department Director, Alcohol and Other Drug Programs Director, Ford Street Project Page 95 of 245 Page 96 of 245 The Elephant in the County – a Report on Mental Health Services (May 31, 2005) SUMMARY The Grand Jury undertook an assessment of the overall condition of mental health services in Mendocino County.
• CO28
  Mental illness is, both literally and figuratively, the member of the family many of us prefer to ignore. We find it scary. There is no easy fix for it. It carries a stigma in our society that deters us from confronting it and from dealing effectively with it. The consequence of our reluctance is an increase in suffering on the part of all. Historically, when tax dollars are distributed, mental health services will always be at the back of the line, in part as a result of public indifference. Such an attitude cannot be changed easily. What do we owe ourselves and our community and how can we best meet the severe challenges posed at this time? To assign complete responsibility for the care for persons with mental illness to the MHD would be both impossible and wholly counter-productive. The following agencies and departments are among those that also respond to the needs of this population: Law Enforcement; Department of Corrections; Department of Probation; Public Housing; Public Health; Child Protective Services; Alcohol and Other Drug Programs; and Senior Services. The impact on the budget allocations in those agencies demanded by their service to the mentally ill would be difficult to calculate precisely, but no one could argue that the overall cost is not immense. If the annual expenditures of the private and non-profit entities that serve those with mental illness were added to the amount of taxpayer dollars, the total would rise even further. The Grand Jury cannot even estimate that figure, but in the context of the County’s economy it must be staggering. Page 98 of 245 Many elements of the crisis in mental health apparent in the findings above would exist even without the budget crisis. But the shortage of funds suggests several responses: a clear and uncompromising setting of priorities that work within the funds available; an increase in the number of self-help groups that can, with some professional guidance, give tremendous support to persons with mental illness; the elimination of duplication of tasks across different agencies as well as the curbing of any turf battles that might develop; and the explicit cultivation of alternatives to traditional (more costly) methods of assisting those with mental illness. The reality of the situation is that we may also have to choose which groups NOT to treat; “treat the treatable” may become the mantra as government increasingly reduces funding, and the result will be a kind of mental health triage.
• CO29
  In a State as huge and geographically diverse as California, fire protection services range from well-trained, well-paid urban districts using state of the art equipment to rural, 90% to 100% volunteer districts struggling for time and funds to train members and searching for ways to replace aging, outmoded equipment. Much of Mendocino County is served by the latter, many caught in an economic “perfect storm” as they attempt to protect their communities. Even as retirees flock to the County and developers rush to meet the demands of the second home market, the cost of firefighting equipment increases, potential volunteers see jobs decline and home prices soar, and the State imposes additional training hours and mandated services on rural fire districts. The portion of property taxes allotted to rural fire districts has not increased since1956, although the cost of district operations continues to rise. While some fortunate districts receive endowments and gifts from members of the community, others write and rewrite grant requests, raffle patchwork quilts, and pray that the annual district barbeque will attract paying customers from beyond their boundaries into the outlying areas. It is estimated that a rural fire district in our County of between 20-25 volunteers and an annual budget of between $75,000-$85,000 is equal to the cost of one fully equipped journeyman firefighter employed by the San Francisco Fire Department. The volunteer, who may well hold a full time job and cherish time with his/her family, must also manage on-call and training hours and State mandated services to public buildings in addition to dwellings, small businesses and wildlands. Volunteer EMTS may be called to the scene of a midnight heart attack or a vehicle accident on State 101, State 1 or any of the myriad of winding, deteriorating County roads. Mendocino County residents would surely agree with the thought that one of the finest ways to serve your community is to join their volunteer fire department. Thousands of us depend on rural fire districts for our safety, our health and the integrity of our communities. The Grand Jury recommends that both State and County governments serve these districts as fairly and faithfully as these districts serve their residents. Response Required Mendocino County Board of Supervisors Page 111 of 245 Response Requested Chairman, Local Agency Formation Commission President, Mendocino County Fire Chief’s Association Mendocino County Safety Officer Director, Mendocino County Department of Building and Planning Mendocino County Unit Manager, California Department of Forestry and Fire Protection Chief, Little River Fire Department Chief, Covelo Volunteer Fire and Ambulance Service Chief, Hopland Fire Department Chief, Long Valley Fire District Chief, Potter Valley Volunteer Fire Department Chief, Redwood Valley-Calpella Fire District Interim Chief, Piercy Fire Department Page 112 of 245 Mendocino County Department of Transportation Unpaved Road Report (February 15, 2005) Summary There are 1020 miles of roads in Mendocino County under the jurisdiction of the Department of Transportation (DOT). This report deals primarily with the 360 miles of unsurfaced (unpaved) roads.
• CO30
  The Grand Jury believes that the DOT is doing an acceptable job just to maintain our present road system with the amount of dollars and manpower available, even though many roads are falling behind on maintenance and improvements. Mendocino County DOT Director Comment: I applaud the efforts of the department staff to make do with less. To take the material from slides and fix slip outs; To get ahead on brush clearing because there is not money for rock and pavement; To use their time as efficiently as possible without the money for materials and new equipment that they really do need. Response Required Board of Supervisors Response Requested Director, Mendocino County DOT Page 120 of 245 Report on the Mendocino Transit Authority (June 17, 2005) SUMMARY Acting on complaints received about safety, misuse of public facilities, and employee intimidation, the Mendocino County Grand Jury undertook an investigation of The Mendocino Transit Authority (MTA).
• CO31
  Taxpayers in Mendocino County expect a proactive MTA management team which holds safety and future sustainability as top priorities. In order to tackle the complex puzzle of rural public transportation, the existing management team has been presented with a comprehensive list of goals, objectives and performance measures all designed to reduce liability, costs and to improve the safety and performance records and ensure future sustainability of the agency (see Findings 21, 22). These guidelines are apparently being ignored. The instability of fuel prices and the economy exacerbate the MTA’s problems. As reflected in this complaint report, the Grand Jury lacks confidence in the MTA management team’s ability to carry out the agency’s responsibilities.

No Responses Found 1

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