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Extracted from Consolidated Report

This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.

Napa County Grand Jury • 2022-2023

Overview of Napa County Civil Grand Jury

Published: July 10, 2023 150 pages
View PDF View Full Original

Findings 16 findings

F1 Page 36
Thecurrentstructureof thevolunteermonthlystipenddoes notrewardthevolunteerswho respond tomultiplecalls.
F2 Page 36
Theoperationalmodelfor how volunteersareused insupportof theNapaCountyFire Departmentisineffectivebecauseitdoes notholdvolunteersaccountablefor notrespondingto emergencycalls.
F3 Page 36
Thelowresponse ratefromtheSodaCanyonVolunteerFireStationcompromisesits effectivenesstoprovidereliablefireprotectiveservice.
F4 Page 36
NapaCountydoes nothaveadedicatedweb pageor programfor thepurpose of recruiting new volunteersfromabroadergroup of potentialapplicants.
F5 Page 36
TheBoardof Supervisors representativefor theFireServiceAdvisory Committeehas not changedinfour years,creatingalackof representationfromallfiveSupervisory Districts.
F6 Page 36
Theselectionprocess andcriteriafor thepositionof VolunteerFireChiefisnotstandardized understate-mandatedindustrialguidelines.
F7 Page 36
Thevolunteersdonothavealiaisonofficertoactas aspokesperson betweenthemandthe NapaCountyFireDepartment,resultinginmiscommunicationandmisunderstandingsbetween bothgroups.
F8 Page 36
Thevolunteerfirefightershavemoraleproblemsresultingfromaperceivedlackof appreciationbytheBoardof Supervisors andtheNapaCountyFireDepartment.
F9 Page 72
The Crestwood contract is not an accurate representation of the duties being performed, and the performance outcome metrics don't align with the reporting required by the funding grant.
F10 Page 128
Many Countyresidents,including“at-risk”groups, didnothavesufficientaccessto computers,reliableinternetaccess,or tech-savvinesstogetaccesstovaccinationappointments. For theseandotherreasons, theywereatasignificantdisadvantage.TheCounty’s callcenterand outreachefforts helped,butawarenessaboutthescopeof these13serviceswas limited.The Countyseemedtoprovideinsufficientassistancetotheseresidents,especiallywhen vaccine doses wereinshortsupply. Response of PublicHealthOfficer/DeputyDirector,OES and RiskManager and Acting CountyExecutiveOfficer:Wedisagreepartiallywiththefinding. Thecallcenterand 105 vaccinationswereadvertisedusingmultimediaoutreach,includingradio,newspaper,social mediaposts, FacebookLiveandBOS presentations. Eventhoughtherewas multimediaoutreach andcallcenter,therewerestillnotenoughvaccinedoses toadminister,whichwas beyondthe County’s control. TheBoard of Supervisors agrees withthePublicHealthOfficer/DeputyDirector,OES and RiskManager and ActingCountyExecutiveOfficer.
F11 Page 129
TheCounty’s initialchoicetouse anEOCpersonnelstructurefor theCovidresponse was appropriateandimportantbutusingitcontinuouslyfor overayearandahalfresultedina depletedandexhaustedCountyworkforceandleftmanyotherCountyservicesunperformedfor alongperiod. Response of PublicHealthOfficer/DeputyDirector,OES and RiskManager and Acting CountyExecutiveOfficer:Wewhollydisagreewiththefinding. Prolongeduse oftheEOC structurewas necessarytosupplementstaffingtoCOVID-19 andtoenabletheprovisionofother essentialPublicHealthandCountyfunctions,whileawaitingsupplementalfundingtohirestaff. TheBoard of Supervisors agrees withthePublicHealthOfficer/DeputyDirector,OES and RiskManager and ActingCountyExecutiveOfficer.
F12 Page 129
TheCountyeitherdidnotsufficientlyconsidertransitioningearliertoadifferentpersonnel structurethantheEOCor allocatedinsufficientresourcestoevaluateandimplementother optionsfor continuingitsCovidresponse. A differentpersonnelstructurethanthe“allhands-on deck”EOCapproachused for Covid(eventhoughitssense of urgencywas toneddown tosome extentovertime)couldhaveallowedsomeCountyresourcestoreturnmorequicklytotheir normalfunctions,whileprovidingadditionalneededtechnicalandothersupporttothePHD to continuetheirresponse work. Response of PublicHealthOfficer/DeputyDirector,OES and RiskManager and Acting CountyExecutiveOfficer:Wewhollydisagreewiththefinding. TheEOCstructurewas necessarytosupplementstaffingtorespond toCOVID-19 andtoenabletheprovisionofother essentialPublicHealthfunctionswhichwereprioritizedtoreturnbased onour Continuityof OperationsPlans. Anall-Countyresponse was requiredtofulfillotherfunctionsthatfelloutside ofPublicHealth. TheBoard of Supervisors agrees withthePublicHealthOfficer/DeputyDirector,OES and RiskManager and ActingCountyExecutiveOfficer.
F13 Page 129
TheCounty’s abilitytorespond tootheremergenciescouldhavebeensignificantly hinderedbythelong-termuse of thisEOCstructurefor theCovidresponse. Due toNapa County’s relativelysmallsize,manyof thesameresourcesmustbeemployedwheneverCounty responds tofires,earthquakes,andotheremergencies,includingsubstantialpublichealthgroup resources.Itisbeyondthescopeof thisinvestigationtoassess whethertheCounty’s emergency responses tothedevastatingfiresfromAugust throughOctober2020werehamperedbythe continueduse of theEOC structureapproachfor Covid,or whetherkeystaff wereover-stretched andnotperformingatpeakefficiency.ThereislittlequestionthattheCountywas veryluckythat the2021fireseason inNapawas arelativelyquietone. Response of PublicHealthOfficer/DeputyDirector,OES and RiskManager and Acting CountyExecutiveOfficer:Wewhollydisagreewiththefinding. TheNapaCountyOfficeof EmergencyServices(OES)didhaveaplanforrunningconcurrentEmergencyOperations Centers( EOC’s) duringCOVID response andthe2020fires. Thatplanwas preparedand presentedtotheBoardofSupervisors andan“IncidentWithinanIncident'planattheBOS meetingonAugust11,2020,prior totheonsetofthefires. TheBoard of Supervisors agrees withthePublicHealthOfficer/DeputyDirector,OES and RiskManager and ActingCountyExecutiveOfficer
F14 Page 130
Thisinvestigationdidnotincludeareviewof the“vaccineinquiry”involvingaCounty Supervisor thatwas conductedbythelawfirmMeyers Naveatthebehestof theBoardof Supervisors (reportdated5/5/2021).However,multipleintervieweesvolunteeredtheirconcerns aboutthetimingof theinquiry(seenas unnecessarilyduringtheheightof thevaccinerollout) anditspurpose. During theinvestigation,PHD staff was divertedfromtheirvitalresponsibilities respondingtoapublichealthemergencyjusttobescrutinizedandquestionedbyMeyers Nave. TheGrand Jury was toldmultipletimesthattheinquiryleftanalreadyovertaxedand over-stressed staff extremelydemoralized.Apparently,thosewounds havenothealed. Response of PublicHealthOfficer/DeputyDirector,OES and RiskManager and Acting CountyExecutiveOfficer:Agrees whollywiththefinding. TheBoard of Supervisors agrees withthePublicHealthOfficer/DeputyDirector,OES and RiskManager and ActingCountyExecutiveOfficer. COMMENDATION TheGrand Jury commendstheNapaCountyPHD for theirdedication,leadership,and commitmenttotheresidentsof NapaCountyinallaspectsof theCounty’s Covidresponse, includingprovidingCovidvaccinations.
F15 Page 139
TheCountyhas noprioritiesor queueof broadbandprojectsthatare“shovel-ready”for implementation,nor anyresourcesavailabletoidentifysuch projectsor supervisetheir implementationiftheyarefunded. Napa County:theActingCEO agrees partiallywiththisfinding. Through theBroadband 116 team'sworkwithCBG,theCountyrecentlycompletedaBroadbandRoadmap thatidentifies potentialprojectsin13areas throughouttheCounty.These projectsarenot"shovelready" becausemorework, andfunding,isneededinscopingtheconstructionandidentifyingpartners tohelpscopethatwork,whichincludesenvironmentalimpactreviews,engineeringdesignand constructioncostestimates.Theprocess tohave"shovelready”projectscouldnothaveoccurred earliersinceanalysisandstudieswererequiredtobecompletedfirst.Importantly,preparing shovelreadyprojectsbeforetheStateMiddleMileNetworklocationsareidentifiedcouldhave resultedinwastedresourcesandefforts.Most,ifnotall,projectsinour roadmap areLast Mile, whichmust beconnectedtotheMiddleMile.Wesimplycouldn'tspend timeontheformer withoutthelatter.Itwas notuntilApril2022thattheStateMiddleMileNetworklocationswere identified. BOS: theBoard of Supervisors agrees withtheActingCEO.
F16 Page 140
Withoutproperpreparednesstocompetefor broadbandgrantfunding(includingacoherent strategicplan,adequatestaffing,resources,andCounty-widestakeholdercoordination)the Countymaynotbeas successfulatacquiringfunds as itshouldbe,andefforts mayremainad hocandpassive. Napa County:theActingCEO agrees withthisfindingand maintainsthattheCountyis prepared. BOS: theBoard of Supervisors agrees withtheActingCEO.

Recommendations 9

Commendations 7