2004–2005 Grand Jury Final Report

The establishment of a county wide mosquito abatement district.

The Director of Environmental Health continues to monitor and respond to new State law that may impact North State development. VI. RESPONSE REQUIRED: Glenn County Director of Environmental Health Board of Supervisors Planning and Public Works 37 2004-2005 Glenn County Grand Jury Final Report Glenn Medical Center (GMC) I. PURPOSE: To review Glenn Medical Center’s service to the community. To observe the current condition of the building and its economic viability to remain open in the future. II. BACKROUND: The Glenn County Grand Jury met with the hospital administrator and attended a session discussing several programs/plans currently under development, on October 13, 2004. III. FINDINGS: 1. Jared Garrison, M.D. joined the Medical Staff in July as a fulltime physician in the hospital’s Family Care Clinic. In addition to providing patient services in the clinic, Dr. Garrison, along with other medical staff members, is assisting GMC in the development of a Worker’s Compensation program for area employers.

Glenn Medical Center is in the midst of a fund drive to bring mammography back to Glenn County. The hospital anticipates having this service on board by January 1st, 2005. It is anticipated that 50 to 60 tests will be done on a monthly basis given a sampling of area physicians and allied health providers. 38 5. The hospital, in cooperation with Colusa Regional Medical Center, will offer mobile MRI services on a twice monthly basis. The expected start date is December 1, 2004.

Ord Bend Park and Boat Ramp - upgrade the parking lot and walkway surfaces around the rest room for ADA compliance, add additional lighting, upgrade the irrigation system to improve 53 efficiency and improve the boat ramp area for an estimated cost of $88,000. The Bayliss Library project is the first priority and construction is scheduled to start in the summer of 2005. After the Bayliss Library project, the others will be developed and constructed. IV. CONCLUSIONS: The Planning Department is doing an excellent job moving forward on the Bayliss project and developing the other projects. These repairs and upgrades are important. Deferred maintenance leads to higher costs in the future. V. RECOMMENDATIONS: Glenn Planning continues the development of these County facilities projects and tries to access additional funds, with the Prop. Grant Funds. Glenn Planning provides the 2005-2006 Glenn County Grand Jury with an update and status report on these projects. VI. RESPONSE REQUIRED: Glenn County Planning and Public Works Agency 54 2004-2005 Glenn County Grand Jury Final Report Butte City Boat Ramp I. PURPOSE: To continue monitoring and assess the progress at the boat ramp. II. BACKROUND: The 2002-2003 Grand Jury recommended installation of security lighting and a camera at the boat ramp. The project was put on hold because silting problems are occurring in the area and the County has been delayed in getting the necessary permits to dredge. III. FINDINGS: If the County cannot get a permit and dredge the site the ramp will not be used. Installation of the lights and camera, at this time, would be a waste of money. IV. CONCLUSIONS: The County should pursue the dredging permit or find an alternative site for access in that area. V. RECOMMENDATIONS: When the present site is dredged or an alternative site is developed the County should proceed with the installation of lighting and a security camera. VI. RESPONSE REQUIRED: Glenn County Planning and Public Works Agency 55 2004-2005 Glenn County Grand Jury Final Report Fleet Management I. PURPOSE: To review the Glenn County Fleet Management Policy. II. BACKROUND: Fleet Management is a Division of the Public Works Department. The county makes transportation available to the various county departments through the operation of a Fleet Management Division. They purchase, maintain and operate all vehicles to reduce the cost of transportation to the county. Costs of the Fleet Management Division are received from the user departments. III. FINDINGS: Fleet Management is responsible for all fleet vehicle purchases and cannot increase the size of the fleet without approval of the Board of Supervisors. Vehicles are purchased either from the California State List of bids, or from vendors, whichever is lower priced. Vehicles are only replaced when they meet the replacement criteria. Vehicle outfitting is done in house with the exception of radio installations which is contracted out to vendors. Departments can purchase cell phones for their supervisors, which are the Nextel model with Walki- Talkie features thus reducing call time expenses. Vehicles are disposed of at vehicle auctions after being declared surplus by the Board of Supervisors with the funds going into the Fleet Management Fund. Fuel is purchased on an annual bid and is dispensed using a card lock system. A new vehicle car wash rack is under construction. The water is recycled to meet the new National Pollution Discharge requirement. County tools and equipment are not loaned out to individuals. The County is mandated to convert diesel vehicles to cleaner burning, with less emissions. IV. CONCLUSIONS: The Fleet Management Division adheres to the policies set forth in the Glenn County Administrative Manual Title Fourteen. V. RECOMMENDATION: Diesel vehicles should be retrofitted to comply with all State and Federal Clean Air Standards. VI. RESPONSE REQUIRED: Planning and Public Works Agencies 57 58 59 60 61 62 63 64 2004-2005 Glenn County Grand Jury Final Report Glenn County Airports I. PURPOSE: To review the current operations of the Glenn County Airports. II. BACKROUND: Glenn County Airports have minimal security. Funds have been allocated for partial fencing of the Orland Airport. Grants were also applied for funding at the Willows Airport for security. III. FINDINGS: Federal Aviation Administration has allocated thirty thousand dollars for fencing and the State will provide a matching five percent of that amount for the Orland Airport. The grants for fencing at the Orland Airport will not cover the cost of labor and materials to fence the entire airport. Installation of the perimeter fencing will be done by county crews as work load permits. Fence construction will start on the East Side, along the airport side of the industrial park after the environmental clearances are completed. The installation will continue until the funds are exhausted. At the Orland Airport the county building is currently vacant. The Public Works Department perceives that security is a low risk concern due to the many available Agricultural air strips in the county. Fuel is provided at both airports using a card lock system. One public works maintenance worker is assigned to split his duties between both airports. FAA wants an updated master plan for the Willows Airport before it will allocate any funding. The existing master plan is twenty years old. IV. CONCLUSIONS: The consolidation of both airports into one new airport could be an advantage to Glenn County. The existing building could be rented out for non airport uses at market values. The City of Willows could then expand to the West Side of Interstate 5. V. RECOMMENDATION: A master plan for the airports should be drafted and a feasibility study should be done to determine if a new airport complex with a ten thousand foot airstrip should be considered. The location could be midway between Orland and Willows adjacent to the I-5 Highway. The larger airport could accommodate larger aircraft and convenient access to the I-5 Highway. An industrial site could be incorporated in the plan. An updated master plan for the Willows Airport must be done. Fence construction should continue at the Orland Airport as planned. VI. RESPONSE REQUIRED: Planning and Public Works Agencies Board of Supervisors 66 2004-2005 Glenn County Grand Jury Final Report North Willows Storm Drainage I. PURPOSE: Investigate the Glenn County storm drainage system North of the City of Willows. II. BACKROUND: Flooding has occurred North of the City of Willows in the Glenn County service area. III. FINDINGS: The Public Works opinion is that the drainage system is adequate, and the pumps can handle the additional water runoff. If a developer proposes building residential housing North of Green Street, it should be noted that the property is now in the county. A solution has been suggested to construct a swale (holding pond) adjacent to the exiting drainage canal. An additional swale could be constructed on other property in the event more temporary storage is needed. This area is in the North Willows Storm Drain Maintenance District. Some flooding has occurred because trash has blocked the inlets to the system. IV. CONCLUSIONS: The North Willows Storm Drain Maintenance District has knowledge of the flooding problems and are evaluating proposed additional needs for necessary drainage requirements for the future. V. RECOMMENDATION: 1. If development is proposed for the property in this flood prone area the contractor should bear all costs to upgrade the drainage system and all impact fees for water, sewer, streets and curbs with gutters.

Glenn Medical Center is exploring acquisition of a Dexa Scanner for bone densitometry testing. This may be the hospital’s next major fund raising project following the mammography services.

The hospital is currently licensed for fifteen acute beds, with another thirty-four being held in reserve. Of these fifteen beds, GMC is awaiting approval from CMS and their fiscal intermediary to utilize a portion of these beds for what are termed, “swing patients”. These are patients who do not qualify for acute care but who are awaiting nursing home placement or other lower levels of care.

Glenn Medical Center continues to operated through a lease arrangement with Enloe Medical Center and William Casey, Inc. Enloe has engaged Mr. Casey to provide management services to Glenn Medical Center and has appointed Woody Laughnan Jr. as day- to-day administrator through December 31st, 2004.

The existing hospital building meets current standard. However, this building will not meet standards in the year 2013 without adding additional buildings or portables outside the main building for certain services. This building will not meet the year 2030 standards. Several hospitals in other rural areas will not meet the year 2030 standards as well. IV. CONCLUSIONS: Grand Jurors have concluded Glenn Medical Center’s current outward appearance needs improvement in the area of landscaping. Along with much needed improvements to the landscaping GMC needs to develop a positive public image through improved public relations locally as well as in surrounding communities to draw patients back to this location for their medical needs. V. RECOMMENDATIONS: Solicit local non-profit organizations such as the one used at the Glenn County Fairgrounds or other organizations such as the Boy Scouts of America. Other possibilities include local church organizations, and public volunteers such as senior citizens groups for assistance in the area of planting, beautification, and maintenance. Develop a public relations media campaign for Glenn County and surrounding areas. Develop funding sources for expansion and improvements to help meet the 2013 standards. Work with other rural hospitals and state legislators to amend 2030 standards to keep rural hospitals open and viable. VI. RESPONSE REQUIRED: Glenn Medical Center Administration Glenn County Board of Supervisors 40 2004-2005 Glenn County Grand Jury Final Report Glenn County Jail I. PURPOSE: To investigate current conditions at the Glenn County Jail and assess any needs or concerns regarding this facility. II. BACKROUND: Members of the Glenn County Grand Jury toured the Glenn County Jail on November 10th, 2004. III. FINDINGS: The population of the jail at the time of this tour was approximately one-hundred-two inmates. The facility can hold a maximum of one- hundred forty-four inmates. With one-hundred-two inmates and three staff members on duty, the ratio is about thirty-four inmates per staff member. It takes approximately forty-five to sixty minutes for most bookings. The facility has only one padded cell which, at times, is a problem. The jail currently contracts for space with Tulare and Colusa Counties. The general appearance of the facility ranged from poor to good. There were many areas, including doors, floors and walls that are in need of painting throughout the facility. The kitchen floor needs to be swept and cleaned. The floor was wet and very slippery. The grand Jury visited the kitchen during the evening meal preparation. The cove base along the walls and floor is in need of repair or replacement. At the time of this tour the kitchen floor posed a safety hazard for employees and inmates. The food seemed well- prepared. There was a distinct odor throughout the facility and the lighting system was not working in the visitation area. The staff appeared more efficient and organized than had been reported in previous Grand Jury findings. The area had an effective layout with good scheduling. Additional cameras are to be added for the observation tower. IV. CONCLUSIONS: Proper maintenance of this facility seems to be lacking. V. RECOMMENDATIONS: The kitchen floors need repair/repainting. The kitchen base coving needs to be repaired/replaced. The floor needs to be maintained at a higher lever of sanitary standards. Lighting needs to be repaired/replaced in the visitation area. It is further recommended there be an addition of more cameras. VI. RESPONSE REQUIRED: Glenn County Sheriff Glenn County Board of Supervisors 42 2004-2005 Glenn County Grand Jury Final Report Glenn County Sheriff’s Department I. PURPOSE: To investigate current working conditions within the department and discuss possible problems with new budgetary constraints and its ability to serve the public effectively. II. BACKROUND: The Grand Jury interviewed the Glenn County Sheriff’s Department on November 3rd, 2004 and found several issues which may have significant impacts on its ability to serve the public effectively. III. FINDINGS: The Glenn County Sheriff’s Department received funds from the State of California in the amount of five-hundred thousand dollars. It was used to subsidize the department this year. And, it helped save many jobs. Concerns are that, without this funding in future years, jobs will be lost and service to the community will suffer. The Sheriff’s Department annual cost to the general fund is approximately six million dollars. Funds generated from the 9-1-1 rollover calls are approximately one- hundred twenty thousand dollars per year from the Orland and Willows Police Departments. And, funds generated from booking fees for the California Highway Patrol are approximately five thousand dollars. Due to cutbacks in funding and the lack of officers on patrol, the department is currently prioritizing calls with those posing the greatest danger to person or public safety being given top priority. Small crimes such as thefts or robberies, not involving confrontation between those being robbed and those committing the crime, are usually handled the next day. The sheriff is planning a visit the Planning Commission meeting in Mid-November to petition for a zoning review and study for impact fees on new development which will help cover costs resulting in the need for increased services. IV. CONCLUSIONS: Budgetary constraints and the necessary cut backs which accompany such constraints present serious problems to the community. The Sheriff’s Department will, undoubtedly, not have the ability to serve the community as effectively as they have in past years. This situation will only worsen as the community grows. V. RECOMMENDATIONS: It is the recommendation of the Grand Jury to the Board of Supervisors to implement a one-time impact fee of approximately one-thousand five-hundred dollars to two-thousand dollars from developers for all new residences in Glenn County to help cover the costs of increased services for Law Enforcement. The Grand Jury also recommends a citizens patrol program be formed to help with crime watch / VIP style, or perhaps, SWORN DEPUTY style. VI. RESPONSE REQUIRED: Glenn County Board of Supervisors Glenn County Sherrif’s Department 44 2004-2005 Glenn County Grand Jury Final Report Intruder Alert Procedures I. PURPOSE: To determine the procedures regarding an Intruder Alert Lockdown between the Orland Police Department and the Orland Unified School District II. BACKROUND: The Grand Jury interviewed the Orland Chief of Police and the Superintendent of Schools to review procedures for communicating, for school lockdown, in the event of an intruder alert. III. FINDINGS: In 2004 there was a bank robbery at the Orland Branch of the Bank of America located approximately four blocks from Orland High School and approximately five blocks from Mill Street Elementary School. Following the robbery there were various law enforcement agencies at the bank, including the Orland Police Department. There was no communication to the school district, from the various law enforcement agencies, for a possible intrusion alert from the bank robbery suspect. The Superintendent of Schools drove by the Bank of America and continued on to his office located on sixth street. The Superintendent states that he called the Orland Police Department and then called the schools and ordered a lock down. The Grand Jury asked the Police Chief who was responsible to call the school district for a possible intruder alert lockdown. The Grand Jury was advised that the Police Chief makes the call, when necessary. The Grand Jury did not see a written procedure from the Police Chief for an intruder lock down. After the incident, the Superintendent held a debriefing meeting with the school principals to discuss the lockdown procedures and possible ways to improve the process. However, according to the Superintendent, he did not have a post incident meeting or debriefing with the Orland Police Department to discuss ways to improve communications. In December of 2004 several principals attended a training session on emergency procedures and the School District is in the process of updating its procedure manual on this topic. IV. CONCLUSIONS: During this situation there was no direct communication between the Orland Chief of Police and the Orland Superintendent of Schools. The Chief did not feel a school lockdown was warranted and the Superintendent acted without talking to the Chief or another Incident Commander. The incident may have caused some inconveniences at the school, but fortunately, no one was injured or endangered. The Grand Jury is very concerned about improving the communication process between the Orland Police Department and the schools regarding lockdowns. There certainly should have been a meeting or a debriefing between the Orland Police Department and the schools after the incident. V. RECOMMENDATIONS: The Orland Police Department and the Orland School District meet and adopt written procedures for intruder alert lockdowns, including completing the update of the School Procedure Manual. VI. RESPONSE REQUIRED: Orland Police Department Orland Unified School District 46 2004-2005 Glenn County Grand Jury Final Report Jane Hahn Juvenile Hall I. PURPOSE: To investigate current working conditions at the Jane Hahn Juvenile Hall and assess any needs or concerns regarding this facility. II. BACKROUND: Grand Jury members toured Jane Hahn Juvenile Hall on October 13th, 2004 and a follow-up interview was performed on October 19th, 2004. III. FINDINGS: According to State standards the Juvenile Hall is short one line staff member. The Director has done some fine work in writing grants and securing additional funding to improve this facility. She is obviously dedicated to the children under her charge. The philosophy and attitude of management and staff is great. An absence of fire extinguishers in the kitchen area was noted. The kitchen is being equipped with a new stove, walk-in freezer and walk- in refrigerator. Once this equipment has been installed, evening meals will be prepared on site. There is an education program structured like public schools and it is well equipped with adequate supplies. Staff members reported that it was difficult to make a good presentation to all Grand Jury members as the group was too large to manage in secured area. Approximately eight to ten percent of the residents are repeat offenders. This facility currently houses twenty-two occupants. Under extreme conditions this capacity has the ability to house approximately thirty youth. Paint is peeling off on some of the floors. Recreational equipment, specifically, basketball hoops, are not secured in the yard area which may be of some concern. IV. CONCLUSIONS: There are concerns relating to the security of the youth from drive-by harassment and/or potential drive-by shootings from the street area directly behind the exercise yard. The shortage of line staff adds to the problem of supervisors and their ability to perform their duties. V. RECOMMENDATIONS: Appearance and presentation are important and the peeling of the paint is unsightly. It is recommended that the floor be repainted and that adequate fire fighting equipment be installed in the kitchen to meet guidelines set by the State and County. It is also recommended that the 2005-2006 Grand Jury visit to this facility be confined to the committee members involved (Public Safety Committee), plus the Grand Jury Foreperson. The Grand Jury recommends the staffing for the Juvenile Hall be brought up to State standards. VI. RESPONSE REQUIRED: Director of Probation 48 2004-2005 Glenn County Grand Jury Final Report Orland Police Department I. PURPOSE: To investigate current working conditions within the department and discuss possible problems with new budgetary constraints and their ability to serve the public effectively. II. BACKROUND: Grand Jury members interviewed with the Orland Police Chief on November 19th, 2004 and found one major issue concerning the present quarters for the department. III. FINDINGS: There are many new housing tracts currently under development within the community. The addition of approximately one-thousand new homes will expand the Orland Police Departments realm of responsibilities significantly. The Orland Police Department has been granted thirty-thousand dollars for a feasibility study for additional space. The Orland Police Department and Willows Police Department both agree that shared communication is needed. The 9-1-1 rollover costs are approximately forty-five thousand dollars annually to the jail, sixty thousand dollars to the Sheriff’s Department and three thousand one-hundred dollars monthly for booking fees. The department has three new tazer guns at a cost of one thousand nine-hundred seventy-seven dollars each; tazer guns are shared by nine officers. Volunteers in the Police Service program provide services to the residence of the community while the home owners are out of town. They also search for missing children and direct traffic at major accidents when necessary. This is an excellent program and permits sworn officers time to fulfill other, more serious, community needs. At the time of this interview, the Chief’s position was held on an “acting” basis. It has since become a permanent position. The department has four marked vehicles and one unmarked vehicle. The department has a good working relationship with the Willows Police Department, the California Highway Patrol and drug agencies. IV. CONCLUSIONS: Currently, booking a person into the Glenn County Jail requires officers spend one hour traveling time for simple charges such as shoplifting. It takes three to four hours for a D.U.I. (Driving Under Influence). Lack of officers on patrol, during these booking/traveling times, poses significant safety issues to the public. The present quarters are insufficient and have no “holding area”. This hinders the departments ability to provide necessary services. V. RECOMMENDATIONS: Plans for future developmental growth must include looking into the feasibility of relocation to larger quarters. Suggestions might include looking into the now, unoccupied, Sheriff’s Substation located at 821 South Street as a stop-gap or permanent location. VI. RESPONSE REQUIRED: Orland Police Chief Orland City Council Board of Supervisors Glenn County Sheriff 50 2004-2005 Glenn County Grand Jury Final Report Willows Police Department I. PURPOSE: To investigate current working conditions within the Willows Police Department and discuss possible problems with budgetary constraints and their ability to serve the public effectively. II. BACKROUND: Grand Jury members interviewed the Willows Police Department on November 12th, 2004, and found a major issue concerning future growth and development within the community and their ability to provide necessary services with those currently working within the department. III. FINDINGS: The department is currently in the same building with the Willows Public Library and Willows City Hall functions. The 9-1-1 rollover number and department number operate five days per week during normal business hours. After hours, the Sheriff’s Department handles 911 calls. There is one-thousand three-hundred square feet of space for eleven sworn officers. There are three members of the office staff. The department and the city are currently paying fees to the county. These fees are increasing administration costs. The department has a quote of three-hundred-nine thousand dollars dated 2002 to remodel the present quarters giving them a total of two- thousand nine-hundred square feet. This is provided the Public Library relocates altogether. Another option is to use the property directly behind their present quarters. However, this might pose a traffic hazard with growth and personnel expansion. Currently, the department will need three more sworn officers within the next three to five years because of growth within the community. There are four patrol vehicles plus the Chief’s vehicle and one unmarked vehicle. No vehicles are taken home with the exception of the Chief’s. There are no volunteer programs. However, there is a community service program. This community service program, consisting of two non-sworn members who have had police schooling and training, are on call and are paid for their services. The Chief has been with the department six years. The department mails out a citizen’s survey every Friday by randomly choosing ten calls received each week. These citizens are asked 7 questions relating to department and officer performance. The responses are rated on a scale from one to five, with one being poor and five being excellent. IV. CONCLUSIONS: The Police Department needs more room for current employees. In addition, they would need six to seven more employees if they were to handle their own calls twenty-four hours, seven days per week. This would further increase the need for expanded quarters. V. RECOMMENDATIONS: The department must plan to move or build larger quarters, as the department increases in personnel, to cover necessary services to a growing community. VI. RESPONSE REQUIRED: City Council Willows Chief of Police 52 2004-2005 Glenn County Grand Jury Final Report Public Facilities Projects I. PURPOSE: To assess the progress of improvements to certain public facilities. II. BACKGROUND: Several County facilities need major repairs and upgrades. The County has deferred maintenance on these facilities and has been unable to upgrade them due to budget shortfalls and lack of alternative funding sources. Prop. 40 allocated 1.2 million dollars to the County. The County dispersed $220,000 to each City and will use the remainder on County facilities. III. FINDINGS: On June 1, 2004, with the recommendation of the County Facilities Planning Committee, a list of Prop. Grant funded projects, with cost estimates, were proposed and approved by the Board of Supervisors. These projects included: 1. Bayliss Library - Renovation and restoration for an estimated $195,000.

In the next ten years projected expansions for single family dwellings include some one-thousand two-hundred homes with eight- hundred multi-family residences. IV. CONCLUSIONS: With the current growth, the major problems facing City Hall are lack of office space and the relocating of the Orland Police Department. V. RECOMMENDATIONS: Explore the possibilities of relocating the Orland Police Department, either permanently or temporarily, to the now, unoccupied, Sheriff’s substation at 821 South Street in Orland. City Hall could then expand to occupy the Police Department. VI. RESPONSE REQUIRED: Orland City Manager Orland City Council Glenn County Board of Supervisors 4 2004-2005 Glenn County Grand Jury Final Report City of Willows I. PURPOSE: To investigate current working conditions within the City of Willows and discuss possible problems with budgetary constraints and their ability to operate effectively. II. BACKROUND: Grand Jury members interviewed the Willows City Manager on October 4th, 2004. III. FINDINGS: One major area of concern, regarding the city’s ability to maintain quality of life, is with State delays and cancellation of important programs. There have been no major changes in the last six months other than the ongoing improvement with the old water supply system and sewage treatment plant. If funds become available, improvements are planned for the streets and sidewalks. The new budget was currently at the printers as of this interview. The City receives approximately twenty percent of their funds from property taxes. Other sources are sales taxes and development fees. The City Manager’s position is appointed by the City Council. The department consists of the City Manager and thirty-six staff members. The city presently has an infrastructure valued at approximately five to six million dollars with private investors willing to invest in the quality of life in Willows. In the past, a large portion of the county has been annexed into the city. There are two housing tracts approved for single family homes. Commercial property plans include Wal- Mart’s plan to expand from eighty-six thousand to one-hundred eight- six thousand square feet. There are plans for a new Holiday Inn Express and for Superior Products (Budweiser) to build a large new facility on the east side. Starbuck’s Coffee has plans to locate in Willows, as do a couple of fast food establishments. The City has property zoned for an industrial park. IV. CONCLUSIONS: The city has major concerns with the State budget problem. The League of California Cities predicts major cuts for all cities across the State. Current monies due are not being paid. This is making it very difficult to make plans and accept proposals for future needs when the State simply delays or cancels programs. This problem may change in three years. However, the City’s concern seem justified at the present time. V. RECOMMENDATIONS: None VI. RESPONSE REQUIRED: None 6 2004-2005 Glenn County Grand Jury Final Report Glenn County Public Libraries I. PURPOSE: To investigate the budget cuts by Glenn County as they relate to Glenn County Public Libraries. II. BACKROUND: Glenn County funding of the public libraries has been cut, roughly, fifty per cent over the past two years. The cities have been able to supplement cuts in order for the libraries to survive. While the cities increased library funding has been necessary and appreciated, it is not expected to continue in such significant percentages. Disproportionate General Fund budget cuts for the county library system will make it difficult for the libraries to function at existing levels if the cities aren’t able to offset the cuts with increased funding each year. III. FINDINGS: The public libraries of Glenn County are to be funded by the county, and run by the cities. As recently as two years ago, the libraries considered themselves to be in decent financial shape. With county funding maintaining consistent levels, more or less, year after year. With the cities supplementing library funding, the libraries were able to function in such a capacity that there was no need to cut their most important resource, staff. Some libraries have volunteer groups called “Friends of the Library. They provide valuable hours of service to the libraries. The “California Tele-Connect Fund” has helped keep telecommunication more affordable to the libraries. The Bill and Melinda Gates Foundation helped the Orland Library establish stronger computer services. Budget cuts have been implemented, but library visitation has not waned. The Orland Library is visited by over two-hundred-fifty people per day, while the Willows Library averages around one-hundred-twenty. The Bayliss Branch is open on Tuesdays and the Elk Creek Branch is open on Wednesdays and Thursdays. The Bayliss and Elk Creek branches have been nearly closed in the past, but community fundraising and support has kept them open. The Willows Library is open twenty-nine hours a week, Tuesday through Saturday. The Orland library is open thirty-seven hours per week, Monday through Friday. As a rule, materials and maintenance are the first things cut when libraries are in financial binds, with staff being the last to be cut. The Orland Library employs five full-time and three part-time staff. Although two full-time employees are retiring and lack of funding might not allow for the replacement of the full-time staff. The Willows Library employees two full-time staff and five part-time staff. Budget cuts have hurt the face-to-face service that the library has traditionally been able to provide. This year, the libraries were given the budget without the ability to discuss it beforehand, as they had in the past. Percentage-wise, the county’s funding of the libraries is as low as its ever been and it has probably gone as low as it can go. IV. CONCLUSIONS: Library services and their role in the education of the community are unquestionably an important part of the county. The fact that the need for library services to be part of the General Fund clearly acknowledges the importance of the existence of a library system. However, for a county to choose to maintain a library system without adequate funding, disproportionate cuts in library services will not allow for continued excellence in the quality of service that Glenn County libraries provide. With population growth in the county the necessity of public libraries will only increase. If, as expected, the cities are unable to give more funding to the libraries each year the libraries will be unable to stay open for as many hours as they are now and will not be able to continue to adequately staff for the face-to-face service that good libraries provide. Willows will not be able to afford to supplement the Elk Creek & Bayliss cuts in the future. V. RECOMMENDATION: The librarians of the county should be allowed to offer input to the county regarding their fate before being given a no-questions-asked budget to accept. While it goes without saying that services such as public protection, safety and public assistance are necessary for the community, it should not be discounted that library services and education are entities that influence the General Fund across the board. A literate, educated society will reduce crime and the need for increased incarceration facilities. Education was the only budgeted area to be cut more than thirty per cent by the county (the only other are to experience decreased funding - Public Protection/Safety - endured a one point five percent decrease) from the previous year. Library services decreased thirty-seven percent. Considering the relatively small operating budget of the libraries in the past, County funding of education and the libraries should be expanded. Therefore, we recommend the following: 1) Basically, county residents are 50% of the Library patrons. The County should, therefore, pay half the cost of providing library services. 2) The library should have a voice in the budget process. VI. RESPONSE REQUIRED: Director of Finance Glenn County Board of Supervisors 9 10 11 12 13 2004-2005 Glenn County Grand Jury Final Report Local Agency Formation Commission I. PURPOSE: To determine whether or not the Local Agency Formation Commission (LAFCO) is an independent agency. Also, to determine if there were city and county planning conflicts due to the fact that LAFCO is currently staffed by county employees. II. BACKROUND: The Grand Jury interviewed various heads of City and County Government in order to find out if LAFCO is functioning independently, without City and County conflict, in accordance with the law. III. FINDINGS: The Orland City Manager says that LAFCO should be independent. Each city contributes one third of the LAFCO budget. Orland’s City Manager mentions that MSRs and Sphere of influence costs are paid now by the city. He also mentions that the County Planning and Public Works Director is the director of LAFCO and this is unusual for counties. The Willows City Manager doesn’t think that it makes any sense to staff LAFCO any differently than it is now. The Willows City Manager believes that it would cost too much money to independently staff LAFCO. The County Planning and Public Works Director believes that LAFCO is ensuring that districts are efficient and well-planned. LAFCO hasn’t met in almost a year but will be meeting soon to discuss the inclusion of Thunder Hill Raceway to the water district. Part of the County Planning and Public Works Director’s job description is that he heads LAFCO. IV. CONCLUSIONS: LAFCO is not an agency separate from Glenn County staffing, but economical factors limit hiring an outside agency at this time. Considering how infrequently LAFCO meets, it is not fiscally responsible to fund an outside agency. V. RECOMMENDATION: No recommendations are necessary, however the Grand Jury would like written confirmation from County Counsel that the LAFCO in Glenn County is legally compliant with statues defining the independence of the agency. VI. RESPONSE REQUIRED: Glenn County Counsel 15 2004-2005 Glenn County Grand Jury Final Report Planning and Development Conflicts Between County and Cities I. PURPOSE To determine the nature of communication and conflicts between Glenn County and the cities within Glenn County, with regard to planning and development issues. II. BACKGROUND The Grand Jury interviewed various City and County staff members and inquired specifically about the manner of communication between all groups and their overall satisfaction with the planning and development process. III. FINDINGS The current County Planning and Public Works Director has encountered some lack of communication with the cities, specifically with Orland, claiming they have not receiving some County correspondence. Monthly lunch meetings between City and County leaders have proven beneficial in communication efforts. The County Planning and Public Works Director also recommends the development of a pre-development round-table with prospective developers in efforts to further communications in planning. The City of Willows is satisfied with the level of communication between themselves and the County. The Willows City Manager meets with the County Planning and Public Works Director on a regular basis. He makes note of the fact that his relationship with the County has been easy because their offices are down the street from each other. Also, Willows does not have as much development and pressure as Orland. In Orland, the City Manager acknowledges problems in communication with the County but that things are improving. Orland’s hiring of a full-time planner has made communication easier for the City. The Orland City Manager mentioned that he’s starting to receive notice of development applications. However, recent proposed County development brought strenuous objections from the City of Orland. The City felt the development would inhibit the future “orderly and rational expansion” of urban and residential uses and services to the areas. In prior years, the County of Glenn and the City of Orland worked together and jointly adopted a general plan that directed growth in Orland and the surrounding planning area. In 2003 the City of Orland amended its general plan without joint cooperation with the County. As a result, the County plan and the current City plan were not jointly adopted. In addition, the Orland plan is now outdated, after only two years. IV. CONCLUSIONS Recent efforts to maintain monthly meetings between all planning staff is a step in the right direction. All planning staff see these meetings as appropriate methods of communication. A joint planning effort between Orland and Glenn County, to revise and update their general plans, would provide more consistent development policies in Orland and the surrounding planning area. V. RECOMMENDATIONS The Glenn County Grand Jury recommends a joint planning effort to structure a cooperative planning direction. The Grand Jury specifically recommends a written, Cooperative General Plan between the incorporated Cities and the County. Both groups should also ensure that legal requirements are met for all methods of correspondence and notification in matters of planning. VI. RESPONSE REQUIRED Glenn County Planning and Public Works Director City of Orland City of Willows 17 18 19 20 21 22 23 2004-2005 Glenn County Grand Jury Final Report County / City Property Tax Splits I. PURPOSE To investigate whether or not Assembly Bill 8 property tax splits are equitable. II. BACKGROUND Assembly Bill Eight (AB 8) was implemented in 1979 and established a method of allocating property tax revenues to local government agencies. The State of California completed an audit in 2003 which determined that Glenn County was in accordance with AB 8 allocation. The Grand Jury asked various City and County staff members whether or not they found the AB 8 splits to be equitable. III. FINDINGS By interviewing the County Planning and Public Works Director, the Willows City Manager and the Orland City Manager it was clear that each entity believes it is being shorted by the AB 8 tax split. The County Planning Director mentioned that outside firms are being considered to determine whether or not the current fifty/fifty City/County splits are equitable. But, finding the right firm has not been easy. He mentioned that the City of Orland had hired the former City Manager of Roseville to assess the splits. According to The County Planning Director, part of the problem is that the cities and county are competitors for every piece of the property tax dollar and they each believe they are entitled to seventy cents on the dollar, but are settling on fifty/fifty splits. The Willows City Manager has accepted the fifty/fifty split between the cities and the county. However, the County Planning Director feels that it should rightfully be swayed more towards his side in a seventy/thirty split. The Orland City Manager believes that the cities withstand a greater burden and are entitled to a seventy/thirty split. The Orland City Manager asked for a fifty/fifty split as a compromise, but is of the opinion that the city can live with the inequitable split for the time being. It was The Orland City Manger’s hope that the hiring of an outside consultant would help assist in the development of a master agreement between the cities and county. He still believes that the best way to do a proper split would be to conduct a study, but that the study would cost a minimum of sixty thousand dollars. All of this being said, the Orland City Manager maintains that the lack of a formal split agreement is not delaying any development. IV. CONCLUSIONS In prior years, the City / County AB-8 Tax split was 54/46. Recently the City of Orland has given up some funds and agreed to a 50/50 split, although the Orland City Manager feels the City is entitled to 70%. The County also feels it is entitled to 70%. It is clear that each side is dissatisfied with its share of the split at the current fifty/fifty ratio. V. RECOMMENDATIONS The Grand Jury strongly recommends a joint group of existing City and County government leaders be devised to negotiate a formal and universally accepted split of AB 8 property tax dollars. V. RESPONSE REQUIRED County of Glenn City of Willows City of Orland 25 2004-2005 Glenn County Grand Jury Final Report Development Impact Fees I. PURPOSE To investigate the possibility of the County charging developers for impact fees in much the same way the cities are now charging. II. BACKGROUND The Grand Jury interviewed three representatives of city and county government. The County Planning and Public Works Director, was interviewed on the county side, and city managers of Orland and Willows were interviewed to represent the views of the incorporated cities. Currently only the cities of Glenn County are charging impact fees for development within cities limits. III. FINDINGS The county representative acknowledges that they don’t charge developer impact fees at this time but he would like to see a change in this policy. The county believes that a study is needed to determine how to charge for developer fees. The County Planning and Public Works Director recommends that Glenn County could use a recent study done by Butte County to support the viability of charging county impact fees. In the words of The County Planning and Public Works Director, the absence of developer fees will lead to the “future deterioration of services.” The Orland City Manager pointed out that county development brought no impact fees to fund the city services that these county residents would ultimately be using. The Orland City Manager believes that impacts in county planning are even more important to the cities in many instances. While the city has developer impact fees, they are one-time-only fees and can’t perpetuate some of the services and, coupled with the fact that county land-use designation isn’t always in the best interest of city growth plans, the cities are often burdened with extra costs to provide services. The Willows City Manager acknowledged that the city of Willows charges different impact fees for different areas of development. Developers are required to submit evaluations of development before approval and, if development commences, the work is bonded in the event that the city might end up picking up the costs. Some developers decide to back out when they don’t like the looks of the fees. Copies of development proposals are given to the members of an informal group of city and county leaders. This group consists of The Human Resources Agency Director, The County Planning and Public Works Director, The Orland City Manager, and The Willows City Manager. The Willows City Manager believes that there are no inconsistencies between Willows and Glenn County with regard to planning, but does acknowledge that Willows’ small footprint (two and one half square miles), tends to make growth in the Willows area less controversial than cities like Orland. IV. CONCLUSIONS City and County staff agree that the County should charge developer impact fees. V. RECOMMENDATIONS Glenn County should use a study and implement county development impact fees in Glenn County. VI. RESPONSE REQUIRED Board of Supervisors 27 28 29 30 31 32 33 2004-2005 Glenn County Grand Jury Final Report Glenn County Assessment Practices Survey I. PURPOSE: To acknowledge the Glenn County Grand Jury’s receipt of the Glenn County Assessment Practices Survey Report. II. BACKROUND: Section 15646 of the Government Code requires the State Board of Equalization to survey each county to determine the adequacy of the practices and procedures used by the County Assessor in valuation of properties and related duties. Section 15646 requires the report be sent to specific state and local government officials and that it also be made available to other interested parties for their information upon request. The Glenn County Grand Jury was also sent a copy of the report. III. FINDINGS: The Glenn County Assessment Practices Survey Report was received by the 2004-2005 Glenn County Grand Jury. IV. CONCLUSIONS: The Glenn County Assessment Practices Survey Report was reviewed by the 2004-2005 Glenn County Grand Jury and found the report acceptable. V. RECOMMENDATIONS: None VI. RESPONSE REQUIRED: None 34 2004-2005 Glenn County Grand Jury Final Report Grand Jury Copy Machine Lease Inland Leasing, Inc. I. PURPOSE To determine the feasibility of continuing the copy machine leased for the Grand Jury from Inland Leasing, Inc. II. BACKGROUND The Grand Jury has a copy machine under lease through Inland Leasing, Inc. of Chico, California. The Grand Jury also has a maintenance agreement for the leased copy machine through Inland Business Systems of Chico, Ca. III. FINDINGS The Grand Jury determined that the copy machine lease will expire in June of 2005. IV. CONCLUSIONS The Grand Jury concurs with the 2003-2004 Grand Jury Final Report with the fact that the number of copies required to be printed by the Grand Jury does not justify the annual cost of the copy machine lease and has elected not to continue the lease upon expiration. The Grand Jury will be better off purchasing a smaller, less sophisticated machine or have copies made at a local printers. V. RECOMMENDATIONS The Grand Jury recommends that the 2005-2006 Grand Jury purchase a smaller, less sophisticated machine or have copies made at a local printers. VI. RESPONSE REQUIRED None 35 2004-2005 Glenn County Grand Jury Final Report Glenn County Environmental Health I. PURPOSE: To meet with Glenn County’s Director of Environmental Health review administrative operations and agency service related to environmental issues such as the West Nile Virus. II. BACKROUND: Several members of the Glenn County Grand Jury met with Glenn County’s Director of Environmental Health who welcomed questions and offered facts related to administrative operations and agency services and explained the West Nile Virus issue was not a serious problem, in his opinion. III. FINDINGS: Currently there are three full time staff members as well as the director. The director’s salary is paid by both county and state funds.The department monitors retail food sales such as restaurants and grocery stores. They also monitor rabies control within Glenn County and issue permits. The director was kind, receptive and very informative. When presented with questions concerning the West Nile Virus issue he related several facts which dispelled any rumors concerning the seriousness of the issue. Among them was the fact that chances of any Glenn County resident contracting this virus were extremely rare and that concerns should be directed on issues surround the public waste facility and state laws regarding the depth of mandated wells to monitor toxic gases. He stated the landfill site is currently safe but state laws require deep wells which are not practical in measuring amounts of ground surface gases. Another concern is the county must purchase the lands so that permits may be issued and the purchase of this property is meeting resistance from the landowner. He also stated the cause of the pollution in the ocean shoreline of Southern California is not related to septic systems in the North State and new laws, currently being 36 presented at the State level, may pose serious problems because of the strict monitoring of these septic systems and the lack of staffing to meet new demands placed on increased inspection requirements is another important area of concern. IV. CONCLUSIONS: At the time of the interview, the Glenn County Grand Jury agreed with the Director of Environmental Health’s presentation of facts and his conclusion that West Nile Virus was not an area of great concern. However, a recent death of a young man in the Capay area, from complications related the West Nile Virus, offers new concerns regarding the facts first presented during the interview. There are also concerns related to the land fill and new State laws. V. RECOMMENDATIONS: 1. The Board of Supervisors finalize the process to acquire land needed for the Glenn County Land Fill as soon as possible.