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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.
Orange County Grand Jury
• 2015-2016
Changing of the Guardian: Life After Reorganization of the Public Administrator and Public Guardian
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 25 findings
F1
Page 240
The Public Guardian’s Officedoes not workwith Human Resources to fill vacancies for
F2
Page 240
Behavioral Health Services/Public Guardianleadership does not have aprocess in place
F3
Page 240
The Public Guardian Policy 1.12, Performance Evaluation,provided to the Grand Jury,is
F4
Page 240
The Public Guardian’s Officedoes not utilize the County of Orange Disciplinary Process
F5
Page 240
ThePublic Guardian’s Office has not ensured that all supervisors consistently follow
F6
Page 240
Health Care Agency/Behavioral Health Serviceshasfailed to fully organizationally
F7
Page 240
SomeHealth Care Agency/Behavioral Health Service/Public Guardianleadershipstaffdo
F8
Page 241
The Public Guardian Lanterman-Petris-Short (LPS)supervisory unit operates as two
F9
Page 241
The Office of the District Attorney/Public Administratordid not ensure that one
F10
Page 241
The District AttorneyHuman ResourcesDepartment does not have a process in place to
F11
Page 241
The Office of the District Attorney/Public Administratorviolated County Merit Selection
F12
Page 241
The Office of the District Attorneydemonstrated questionable leadership when a newly
F13
Page 241
The Public Administrator’sOffice has no established mentorship training or leadership
F14
Page 241
The E-CMDS case management system is antiquated, unreliable, does not have the
F15
Page 241
The PublicAdministrator’s Officeis considering pursuing the purchase of a case
F16
Page 242
The Public Guardian’s Office does not have a reliable system for tracking Public
F17
Page 242
ThePublic Guardian’s Officedoes not hold deputystaff accountable for adhering to
F18
Page 242
The Public Guardian’s Officehas not provided clear guidance or assistance to ensure
F19
Page 242
The Public Guardian’s Officehas worked diligently to update policies and procedures,
F20
Page 242
ThePublic Guardian’s Officehas not effectively communicated theexpectationthat
F21
Page 242
Behavioral Health Services has a policy review structure in place. Although it is the
F22
Page 242
Public Guardianpolicies are not reviewed and revised on a regular basis andthere is no
F23
Page 242
The Public Guardianstaff is expected to follow general Behavioral Health Services
F24
Page 242
The Public Guardian’s Office has no internal Quality Assurance unit, and thedepartment
F25
Page 243
The Public Guardian’s Officedoes not initiate anyinternal quality assurance activities to
Recommendations 24
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R1Page 243The Public Guardian’s Office should coordinate monthly meetings with Human
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R2Page 243The Public Guardian’s Officeshould provide training to all managers and supervisors
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R3Page 243The Public Guardian’s Officeshould re-evaluate Policy & Procedure 1.12 Performance
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R4Page 243The Public Guardian’s Officeshould develop curriculaand initiate training for all levels
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R5Page 243The Public Guardian’s Officeshould develop and initiatetraining for all managers and
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R6Page 244Senior Executive Public Guardianpersonnel should meet with managers and supervisors
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R7Page 244The Public Guardian’s Officeshould implement a consistent process for objectively
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R8Page 244TheHealth Care Agency/Behavioral Health Services should have a management
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R9Page 244The Public Guardian’s Officeshould ensure minutes from Public Guardian staff meetings
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R10Page 244The Public Guardian’s Officeshould establish quarterly teammeetings with Public
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R11Page 244The Public Guardian’s Officeshouldhaveone supervisor directing aconsolidated
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R12Page 244The District Attorney’s Officeshould coordinate with County Centralized Human
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R13Page 244The District Attorney’s Officeshould instruct the District AttorneyHuman Resources
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R14Page 244The District Attorney’s Officeshould develop a plan to implement a
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R15Page 244The Public Administratorand Public GuardianOffices,in conjunction with the IT Project
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R16Page 245ThePublic Administrator and Public Guardian Officesshould re-establish a steering
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R17Page 245The Public Administrator and Public Guardian Offices should work together with the IT
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R18Page 245The Public Guardian Office should initiate a process to ensure Public Guardian training
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R19Page 245The Public Guardian Office should develop clear guidelines, with examples, for Public
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R20Page 245The Public Guardian Office should develop a process to reimburse Public Guardianstaff
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R21Page 245The Public Guardian Office should provide immediate training on all new and revised
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R22Page 245The Public Guardian Office should ensure Public Guardianpolicies are reviewed and
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R23Page 245The Public GuardianOffice should ensure that Behavioral Health Services policies that
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R24Page 246The Public GuardianOffice should integrate a Public Guardianmanager or supervisor
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.