⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 19 findings
F1
Page 34
The Fire Station Deployment Analysis and Master Plan Implementation for Napa County Fire Department, Citygate Report was not a cost benefit analysis.
F2
Page 34
Presently, there is no job description for the NCFC. The NCFC operates under the State CAL FIRE 6 County Unit Chief job description.
F3
Page 34
Having the CAL FIRE 6 County Unit Chief who, at the same time, is also the NCFC creates a less than full time commitment and attention to Fire and Emergency services for Napa County and its taxpayers.
F4
Page 34
An assessment of CAL FIRE services vs. cost of a full service NCFD as a result of a Cost Benefit Analysis has not been completed.
F5
Page 34
If Napa County had a standalone Fire Department, without the CAL FIRE Agreement, Napa County residents could experience similar services as to what is now provided, at a significant savings to the County as demonstrated in Sonoma County.
F6
Page 34
There is a reasonable probability of saving a major part of the $8,267,184 CAL FIRE contract budget if Napa County transitions CAL FIRE services to the NCFD.
F7
Page 34
The transition from CAL FIRE to an independent Sonoma County Fire Department has resulted in reduced fire protection expenses in Sonoma County.
F8
Page 34
Currently dispatch of Fire/EMS is provided by CAL FIRE at $230,000 annually. The existing Napa Central Dispatch could provide these fire dispatch services at a savings to the County.
F9
Page 34
The very complex economics and multifaceted fire protection services of Napa County need to be better understood by the Napa County residents.
F10
Page 34
The very complex economics and multi faceted fire protection services of Napa County need to be clearly understood by the leadership of the County.
F11
Page 34
The current CAL FIRE agreement with Napa County is $8,267,184 which includes an "Administrative Charge" of 11.96% equaling $988,755 in the 2011-12 FY. This $988,755 savings could be allocated for administration of a NCFD.
F12
Page 34
CAL FIRE has made decisions which are self serving to CAL FIRE and not in the best interest of Napa County. 17
F13
Page 35
Substantial accumulated County Fire Protection funds, of approximately $10,000,000, are available that could be used for transition from CAL FIRE services to a full service volunteer and career NCFD.
F14
Page 35
The Volunteer Departments in Napa County are very cost effective providers of Fire/EMS services.
F15
Page 35
In Napa County, CAL FIRE has discouraged the use of volunteers.
F16
Page 35
CAL FIRE has ignored volunteer chiefs' recommendations.
F17
Page 35
The NCFC does not sufficiently encourage volunteer recruitment.
F18
Page 35
Some volunteer fire departments need outreach to their community, and their community needs to be directly involved with the Volunteer Fire Department boards and operations.
F19
Page 35
A balanced volunteer fire department governing Board of Directors should require a significant community representation.
Recommendations 11
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R1Page 35Napa County write a job description and employ a NCFC who will be independent and separate from CAL FIRE employment, before contracting CAL FIRE services for the agreement year 2013-2014.
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R2Page 35The NCFC immediately and actively support the local Volunteer Fire Department Chiefs, their Advisory Board, and governing boards.
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R3Page 35The NCFC immediately and actively support recruitment of new firefighter volunteers.
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R4Page 35The NCFC immediately and actively assure the volunteer fire departments governing Boards include at least 1/3 representation of community (non- firefighter) members on their Boards.
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R5Page 35Replace CAL FIRE Dispatch services for Napa County Fire/EMS with the existing Napa Central Dispatch services which will not alter CAL FIRE dispatch of CAL FIRE units.
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R6Page 35Napa County complete a CBA, by an independent firm, of all the fire protection services provided by CAL FIRE and NCFD before contracting CAL FIRE services for the agreement year 2014-2015. 18
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R7Page 36Within three years, or on the schedule outlined by the CBA, implement the CBA recommendations regarding the CAL FIRE Agreement.
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R8Page 133Financial Oversight Committee be granted authority to require jurisdictions requesting Measure A funds to present proposed expenditures to that Committee prior to final approval by Flood Authority.
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R9Page 133Financial Oversight Committee receive and examine itemized invoices billed to Measure A projects in addition to the summarized data currently provided it.
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R10Page 133Financial Oversight Committee establish subcommittees in order to more effectively fulfill its responsibilities under the Ordinance, namely: a. Provide the public with information regarding the manner in which Measure A tax proceeds have been spent; b. Prepare an annual audit regarding the use of Measure A proceeds; c. Review the financial impact of each project and advise the public whether it is consistent with the purpose, spirit, intent and language of Measure A; d. Inform the public of any expenditure which is inconsistent with the purpose and intent of Measure A; e. Make recommendations to the Napa County Flood Control and Water Conservation District regarding proposed replacement projects if a project indentified in Measure A is determined not feasible.
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R11Page 133Any further requests by the City of Calistoga for Measure A funds for the Mt. Washington tank and Solage projects be denied and the City be required to return any unspent Measure A tax revenue forwarded to it for these matters.
Conclusions 2
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CL1 Page 218The callousness with which the police treated their neighborhood, and
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CL2 Page 218The insensitive treatment of Richard Poccia’s body. To prevent a repetition of this alienation, the Grand Jury recommends a public relations liaison in the Napa Police Department. Other agencies have reported success with an officer going door to door immediately after an incident to explain what happened to the extent that the situation allows. The Grand Jury suggests the Police Chief consider the position of a police liaison officer, whose duty in tense situations requiring extreme means, would be to disseminate relevant information to affected neighborhood residents. 6 The officer(s) should be present during and after the events for the primary purpose of facilitating understanding and assurance to the community. Other communities have promoted trust and confidence between law enforcement and neighborhoods in various ways. One is to establish a Civilian Police Review Board. Involving civilians promotes trust. A community is more apt to perceive an investigation as fair if civilians are involved in the process. Other cities have dealt with similar divisive events. The City of Oakland, in 2009, suffered the murder of four police officers in one incident. The acting Chief of Police commissioned an investigation by CNA, Institute of Public Research. The report presented an objective, unbiased look at what transpired; what was done right as well as what was done wrong. A report of this nature requested by the Napa Police Department could identify the factors contributing to the tragedy, develop findings on specific actions and decisions, review the use of force, and provide a set of recommendations (advisory and non-binding) to help identify potential improvements in procedures, tactics and training. The Napa Police Department exists to protect and to serve. Commissioning independent reviews as described above would show courage. The erosion of trust this Grand Jury found in the Napa community and particularly in Alta Heights, would be mitigated by such a study and/or civilian review board. Alta Heights has been a quiet, peaceful, close-knit neighborhood for generations. The shooting of Richard Poccia on November 28, 2010, severely traumatized many of the residents of Alta Heights. After the immediate tragedy of the shooting passed, those residents needed a forum to voice their feelings. The Grand Jury recognizes the need to support individuals who have experienced confusion, anger and grief following traumatic events. While Napa Police Department provides psychological counseling to officers (Appendix II.), there is no parallel service available to the affected civilians. The Grand Jury believes the Napa County Mental Health Department is the best public agency to offer this support. Community healing would be enhanced if Mental Health had a community program of services modeled after the services provided to schools following the death of a student. 7
Commendations 2
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CM1 Page 206The NCJ and NCJH leadership and staff, for their dedication and commitment to explore newer evidence based programs and innovations in an attempt to reduce recidivism and address offenders’ rehabilitation needs
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CM2 Page 206The Napa County Criminal Justice committee, as the representatives and stakeholders in the county, who have worked harmoniously to come up with innovative solutions to address the issues imposed by the Realignment Act REQUEST FOR RESPONSES Pursuant to Penal code section 933.05, the grand jury requests responses as follows: From the following individuals: • Napa County Chief Executive Officer: R2, R3, R4. • From the following governing bodies: • Napa County Board of Supervisors: R2, R3, R4. • Napa County Department of Corrections: R1. • Napa County Probation Department: R1. 17
No Responses Found 3
Government entities assigned to respond to this report. No response documents have been linked in our database.
County of Napa
Agency
Napa County Auditor-Controller
Elected County Office
Napa County Board of Supervisors
Elected County Office