PDF of complete 2004-05 Grand Jury Final Report

Note: Missing finding numbers detected: F5

Conclusions 117

• CL1 Page 15
  Response to Santa Cruz County’s request for proposals was minimal.
• CL2 Page 15
  The County Audit Committee did not follow the recommendation of the 2001-2002 Santa Cruz County Grand Jury stating that independent audit services should be reviewed every three years with no one firm providing services for more than two consecutive three-year contracts. Good accounting practices and procedures dictate a change of auditing firms.
• CL3 Page 15
  Criteria used to evaluate bids was comprehensive.
• CL4 Page 15
  Grand Jury membership on Santa Cruz County Audit Committee fulfills the Grand Jury’s mandated responsibilities as outlined in Penal Code § 925. The County Audit Committee met four times during fiscal year 2004-2005.
• CL5 Page 23
  The County of Santa Cruz has contributed more than the required county share to the CWS budget for fiscal years 2002-2003 and 2003-2004, resulting in additional total CWS budget dollars.
• CL6 Page 23
  For fiscal year 2002-2003, Santa Cruz County CWS had significantly less total money budgeted than three of the four counties studied and more budgeted than the fourth county in comparison to the number of active cases.
• CL7 Page 23
  For fiscal year 2003-2004, Santa Cruz County CWS had less total money budgeted than the four counties in comparison to the number of active cases.
• CL8 Page 23
  For fiscal year 2002-2003, Santa Cruz County CWS had less county share money budgeted than three of the four counties studied and more budgeted than the fourth county in comparison to the number of active cases.
• CL9 Page 23
  For fiscal year 2003-2004, Santa Cruz County CWS had less county share money budgeted than the four counties in comparison to the number of active cases. 1 California Quick Facts, from US Census Bureau web site, http://quickfacts.census.gov. 2 Child Welfare Services Reports for California, from University of California at Berkeley Center for Social Services Research web site, http://cssr.berkeley.edu/CWSCMSreports/. The Welfare of Child Welfare: Page 1 - 11 Comparison of Budgets 2004 – 2005 Santa Cruz Grand Jury Final Report
• CL10 Page 24
  Compared to other counties, Santa Cruz County CWS has less funds available to serve an increasing number of active cases.
• CL11 Page 24
  The UC Berkeley “Point in Time” studies do not reflect an annualized number of children served which the Grand Jury believes were needed for this budget analysis.
• CL12 Page 36
  The staff is professional and well trained in the day-to-day functioning of the institution.
• CL13 Page 36
  The facility, though old, is well maintained, clean and well managed by the staff.
• CL14 Page 36
  The number of nurses on staff is inadequate for the current jail population.
• CL15 Page 36
  The present method of dispensing medication is not cost effective.
• CL16 Page 36
  The Main Jail continues to face overcrowding.
• CL17 Page 36
  The grievance procedure allows inmates the opportunity to express their concerns, and the staff responds in a timely fashion. Santa Cruz County Jails Review Page 3 - 7
• CL18 Page 38
  Rountree is a well-run facility.
• CL19 Page 38
  Rountree inmates can benefit from a variety of programs and educational opportunities.
• CL20 Page 38
  The grievance procedures are due for a review and possible update.
• CL21 Page 38
  The staff at Rountree performs its duties in a professional manner.
• CL22 Page 38
  Closing the medical facility resulted in otherwise eligible inmates being housed in the Main Jail facility because of prescription drug needs.
• CL23 Page 40
  The Blaine Street Jail buildings and grounds are attractive and well maintained.
• CL24 Page 40
  The facility is well staffed, and staff appears to be attuned to the needs of the inmates.
• CL25 Page 40
  There is a variety of useful activities available to the inmates.
• CL26 Page 41
  Juvenile Hall is well managed with a caring and diverse staff.
• CL27 Page 41
  The Juvenile Hall buildings and grounds are well maintained. Page 3 - 12 Santa Cruz County Jails Review
• CL28 Page 42
  Construction of a closed gymnasium would allow for adequate physical activity during poor weather.
• CL29 Page 42
  The Home Electronic Monitoring program reduces the Juvenile Hall population.
• CL30 Page 42
  For security and safety reasons, electronic doors need to be installed throughout the facility.
• CL31 Page 42
  The heating and ventilation system in Juvenile Hall is inadequate.
• CL32 Page 43
  The California Youth Authority Camp facility was well managed by a professional and well-trained staff.
• CL33 Page 43
  The California Youth Authority Fire Camp provided a community service to Santa Cruz County.
• CL34 Page 43
  The support provided to the CDF by the CYA wards was a beneficial service to our community.
• CL35 Page 43
  The wards once housed there have lost an enriching opportunity to learn an employment skill, which might have kept them from returning to a life of crime.
• CL36 Page 50
  The information of police activity provided in the media release log is not in compliance with the California Access to Public Records Act.
• CL37 Page 50
  The information provided in the media release log is not in compliance with the department’s own policies and procedures.
• CL38 Page 50
  The staff was courteous when providing information to unidentified Grand Jurors. Santa Cruz County Sheriff’s Department
• CL39 Page 66
  Providing medical care for serial inebriates, especially if they are medically indigent, raises Dominican Hospital’s operating expenses significantly. Those costs are absorbed by the consumer.
• CL40 Page 66
  Providing services to serial inebriates negatively impacts Emergency Department operations.
• CL41 Page 66
  Dominican Hospital and county personnel have different understandings of who is responsible for paying for medical care for patients who have been placed in custody but not booked.
• CL42 Page 66
  Dominican Hospital could improve its reimbursement rate by expanding the hours of staff who assist patients with the Medi-Cal and Medi-Cruz process.
• CL43 Page 66
  Since taxpayers and medical consumers ultimately cover uncompensated medical expenses, a cost-effective alternative to using the Emergency Department to treat inebriates would be a sobering center in the county. This would reduce the financial and workload burden on Dominican Hospital and Detention staff. 12 HSA Director, former Sheriff, Report Back on Emergency Room Issues Related to Criminal Justice and Public Inebriates, April 14, 2003. 13 City of San Diego, “Federal Government Lauds Local Efforts to End Chronic Homelessness,” September 4, 2004, http://www.sandiego.gov/press/040914.shtml. Shades of Gray: Page 4 - 11 Dominican Santa Cruz Hospital/Jail Medical Facility 2004-2005 Santa Cruz County Grand Jury Final Report
• CL44 Page 67
  Alternative programs in Santa Cruz County have been successful in reducing the number of frequent Emergency Department users. These programs depend on continued funding from Santa Cruz County or the State of California.
• CL45 Page 67
  Alternative programs in other cities and counties have been successful in reducing the number of serial inebriates. Drawing from the experience of these programs could prove beneficial to Santa Cruz County.
• CL46 Page 79
  Santa Cruz County is spending its Proposition 99 monies according to the guidelines set forth by the State of California.
• CL47 Page 79
  The Tobacco Education Program and Tobacco Education Coalition have mounted successful programs in Santa Cruz County to reduce smoking rates in adults and students.
• CL48 Page 79
  The Tobacco Education Program and Tobacco Education Coalition have successfully worked with local jurisdictions and businesses to reduce second-hand smoke exposure.
• CL49 Page 79
  Since CHIP funds have decreased dramatically since 1998-99, Santa Cruz County has less money for indigent medical care. Eventually, Proposition 99 funding could drop so low that accepting it would not be cost-effective for the county.
• CL50 Page 92
  United Way provides staff and administrative support for First Five SCC and some of its programs at the cost of less than 10 percent of revenues received.
• CL51 Page 92
  The Santa Cruz County Auditor-Controller discovered exceptions in the operating process of First Five SCC. The current director has addressed and corrected all of the auditor’s findings.
• CL52 Page 92
  Through a strategic plan, First Five SCC determined what specific needs the county has in regards to healthcare, strong families and preparing children to be ready to learn when they enter kindergarten.
• CL53 Page 92
  Consistent with the requirements of Proposition 10, the Grand Jury has found that mandated funds are being spent “for the purpose of promoting, supporting and improving the early development of children from prenatal stage to five years old.”
• CL54 Page 92
  First Five SCC is planning for decreasing tobacco tax revenues by establishing a 10- year financial plan that will keep established programs operational and reserve funds for future projects.
• CL55 Page 92
  The Grand Jury examined the process, contracts and allocations of the community mini-grants. Grand Jurors found that the process is detailed for both the applicant and the commission. A follow-up of how the funds were spent is required by the recipient and kept on file for examination.
• CL56 Page 92
  First Five SCC partners have had inconsistencies in program evaluation. Some programs have recorded great success, while others have had to modify objectives in order to meet them.
• CL57 Page 92
  The SCC SUN database capabilities are limited, and the number of participating agencies is not sufficient for it to be used effectively as a referral tool.
• CL58 Page 92
  An 18-month funding cycle “fiscal year” is difficult to reconcile and does not correlate with the funding cycles of most agencies.
• CL59 Page 92
  At this time, the number of children enrolled in Healthy Kids Santa Cruz is small in relation to the funding of the program.
• CL60 Page 112
  The JPA Board represents a diversity of interests in Santa Cruz County and includes elected officials. Many factors, including political considerations, contribute to making decisions for the library system.
• CL61 Page 112
  Although the Library Services Joint Powers Agreement requires the Santa Cruz City Manager to “periodically” evaluate the Director of Libraries and seek written comments from the JPA Board, a review has not taken place for five years.
• CL62 Page 112
  The JPA Board does not have direct authority over the Director of Libraries’ employment. Because the JPA Board is not regularly consulted about the Director of Libraries’ performance, the position’s accountability to the board is reduced. Library Administrative Headquarters
• CL63 Page 112
  The headquarters lease will expire in September 2007. This leaves only slightly more than two years to search and plan for an alternative to the expensive location at 1543 Pacific Avenue. Lack of timely planning may necessitate renewal of the lease as it did in 2002.
• CL64 Page 112
  When the original lease was signed, library administration and the JPA Board had not done any advance planning for additional staff hired under Measure B. Lack of action forced hasty consideration of this site because the library needed to house already employed new staff within three months (July to October 1).
• CL65 Page 112
  Upon inspection, Grand Jury members found administrative headquarters to be inefficiently laid out and crowded. 37 Berkeley Daily Planet, “Too Many Tax Measures Spells Defeat at the Polls,” January 3, 2005. 38 Santa Cruz Sentinel, “Cash-strapped Salinas set to close libraries,” December 26, 2004. 39 Santa Cruz Sentinel, “Supervisor Rips Library Chief over Library Closing,” April 29, 2005. Ready to Check Out? Page 5 - 17 Santa Cruz City-County Library System
• CL66 Page 113
  The library system is paying a premium price for the location of the building at 1543 Pacific Avenue. The building is currently crowded and will not sustain future growth.
• CL67 Page 113
  Outreach and Technical Services do not have to be located in the same building as the Administrative Unit.
• CL68 Page 113
  Shifts at public desks could be scheduled so that staff does not have to travel between administrative headquarters and the Central Branch during the workday.
• CL69 Page 113
  Having staff work shifts at Circulation and Reference at the Central Branch benefits both staff and the library system, so the practice should continue. Funding Improvements
• CL70 Page 113
  The extensive capital improvements envisioned by library officials will require a major funding source such as a bond issue.
• CL71 Page 113
  Even though Santa Cruz County residents passed Measure B in 1996, passage of a capital improvements bond involving property tax increases is not assured.
• CL72 Page 113
  The library system will not be able to update or expand facilities if the proposed bond measure fails.
• CL73 Page 113
  Unless changes are made in the library’s current budget, or a major funding source is found, capital improvement and expansion plans will have to be scaled back or abandoned.
• CL74 Page 113
  Other library systems that have faced budget deficits have been forced to close facilities or cut back services. The Santa Cruz City-County Library System depends on Measure B sales tax revenue for daily operating expenses. If this revenue source expires on April 1, 2013 without a replacement measure, and if a bond measure to fund capital improvements and expansion is not approved by voters, the system will not have the money it needs to operate.
• CL75 Page 113
  The difference between the amount of rent and related expenses for administrative headquarters and a less expensive alternative since 1997 could have made a significant contribution toward improving facilities and funding daily operations and acquisitions.
• CL76 Page 113
  The lease on administrative headquarters will expire in 2007. Finding a less expensive alternative would free money for daily operating expenses. Not finding an affordable space for library administrative headquarters is an unnecessary drain on the library system budget.
• CL77 Page 113
  Leasing administrative headquarters was not specified as a goal of Measure B as submitted to voters. Measure B monies became available July 1, 1997 and the lease was signed September 8, 1997. Therefore, before all stated goals were accomplished, over a quarter of a million dollars was committed annually for five years and, in 2002, this commitment was extended for another five years. Page 5 - 18 Ready to Check Out? Santa Cruz City-County Library System
• CL78 Page 114
  Since the library system did not honor all the Measure B commitments, it may face public distrust for any new funding proposals.
• CL79 Page 114
  Paying the cost of leasing library administrative headquarters was part of a lack of planning and foresight that contributed to the proposed closure of the Felton branch in order to narrow the upcoming budget gap.
• CL80 Page 114
  Focusing the cuts on the Felton branch rather than spreading the cuts throughout the library system seems drastic. This proposal appears to be calculated to inflame public opinion.
• CL81 Page 126
  The entire procedure is difficult to understand because the policies, ordinances and procedures are not found in one location. Amongst the procedures that are not documented in one place are all of the intricacies of the Standby Queue, the procedures for leaving a slip, slip trade process and obtaining a slip in the inside-tie spaces.
• CL82 Page 126
  The procedures governing the wait list are difficult to understand because they are not fully documented.
• CL83 Page 126
  The data associated with the operation of the waiting list is not all accessible by the public.
• CL84 Page 126
  The Standby Queue, a key component of the waiting list, is not well documented.
• CL85 Page 126
  The rules governing the Standby Queue tend to favor those who already hold slips. Once people or legal entities are assigned a seniority date, they essentially may keep the date forever. The seniority date is forfeited only if the person or legal entity decides not to remain in the Standby Queue or gives up the slip and leaves the system. At first, this appears to be a serious imbalance in the system, which allows the development of a group of boaters with early seniority dates who can “game” the system to get the most desirable slips. However, further analysis revealed that this system encourages movement in the system. If there were no way to retain a seniority date, then slip holders would never give up their slips. The system would stagnate and make it even harder for new boaters to get a slip.
• CL86 Page 126
  The Marina Management software used by the Port District to administer the waiting is not well suited to deal with the issues associated with a multi-queue waiting list as operated by the Santa Cruz County Port District.
• CL87 Page 126
  The Port District appears to operate the boat slip waiting list in a fair and responsible manner. In some cases, the procedures used are not fully documented.
• CL88 Page 126
  The process for getting an inside-tie space is not documented. It is not clear how to get on the waiting list for such a space and what criteria the Harbormaster uses in deciding who gets these locations. Santa Cruz County Port District Page 6 - 5 Boat Slip Waiting List
• CL89 Page 133
  The district is well managed and financially sound.
• CL90 Page 133
  The land use regulations and policies of Santa Cruz County dictate the growth of the service area of the district.
• CL91 Page 133
  Water use is primarily residential.
• CL92 Page 133
  Current water supply is sufficient for an estimated buildout level of up to 944 service connections.
• CL93 Page 133
  Consumption in the service area is high, but due to the unique soil and percolation system, the loss of groundwater is minimal.
• CL94 Page 133
  Central Water District is self-sufficient and does not rely on water sources outside district boundaries. This will limit growth in the area.
• CL95 Page 133
  Water shortage in a drought has been and is expected to be minimal.
• CL96 Page 139
  Water rates have increased dramatically in the last decade. Implementing rate increases without an election caused farmers to file lawsuits against PVWMA.
• CL97 Page 139
  PVWMA needs to prevent continuing overdraft of the basin and halt seawater intrusion.
• CL98 Page 139
  By tracking water usage in private agricultural wells, PVWMA is able to develop and implement conservation programs and continuously evaluate the condition of the groundwater basin. Page 6 - 18 Water Planning in Santa Cruz County: Pajaro Valley Water Management Agency
• CL99 Page 140
  PVWMA applied for and secured large grants for water projects currently in development.
• CL100 Page 140
  Construction of the pipeline to meet the Santa Clara Valley conduit does not ensure the end of water problems in the Pajaro Valley.
• CL101 Page 146
  Santa Cruz City Water Department customers do an outstanding job of water conservation.
• CL102 Page 146
  Since customers are already conserving water extensively, water cutbacks during drought years will be more of a hardship to customers here than in water districts that conserve less.
• CL103 Page 146
  The Santa Cruz City Water Department appears to be doing a conscientious and thoughtful job of planning for future water needs.
• CL104 Page 146
  Developing new water supplies is critical to the city’s well-being.
• CL105 Page 146
  New water supplies will require both higher rates and the political will of the city council and the voters of the City of Santa Cruz. Water Planning in Santa Cruz County: Page 6 - 25 Santa Cruz City Water Department
• CL106 Page 152
  The Soquel Creek Water District’s water supply is currently in overdraft mode.
• CL107 Page 152
  Mid-county wells located near the coast are experiencing seawater intrusion. The district is working to slow this process by pumping water from inland wells to coastal wells to keep the basin recharged. When water is plentiful in inland wells, water is pumped to coastal wells to prevent overdraft and seawater intrusion.
• CL108 Page 152
  There is a countywide effort to cooperatively manage the Soquel-Aptos Groundwater Basin.
• CL109 Page 152
  Water production would be increased with either PVWMA’s imported water pipeline project or Santa Cruz’s desalination plant.
• CL110 Page 152
  The district has adopted creative and effective means of reducing water demand and maintaining water quality: pumping water from inland wells to coastal wells, cutting energy used in pumping, requiring retrofitting with water-saving devices and tiered pricing.
• CL111 Page 152
  The district’s water rates continue to increase. This is the main source of revenue.
• CL112 Page 152
  An overdraft of the groundwater sources is already projected based on current growth. Additional proposals to increase this density will add further strain on the water supply.
• CL113 Page 159
  Overdraft of the underlying aquifer and seawater intrusion are increasing the importance of planning for future water needs through conservation efforts and production of additional water sources.
• CL114 Page 159
  Although the Public Works Department has initiated water conservation programs, implemented water reclamation procedures and increased cooperation with PVWMA, increasing growth and the proportional need for additional water connections create an even greater need for additional water sources and protection for the current water sources.
• CL115 Page 159
  Despite the city of Watsonville’s dire water situation, the Public Works Department has managed water consumption and production well by actively encouraging conservation, successfully managing well usage and utilizing its close relationship with PVWMA.
• CL116 Page 159
  The Public Works Department is actively planning and preparing for future water needs. Plans exist for reversing trends that increase seawater intrusion and overdraft situations through water banking, aquifer recharging, reclamation facility expansion and increased awareness of water conservation needs. Page 6 - 38 Water Planning in Santa Cruz County: Watsonville Public Works and Utilities Department
• CL117 Page 160
  The rate of housing growth has nearly doubled since 2003. Water demand has increased proportionately and the city has been able to satisfy that demand.

Agency Responses 9

Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.

No Responses Found 3

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