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Extraído del Informe Consolidado

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Sacramento County Grand Jury • 2017-2018

Sacramento County Grand Jury 2017-2018 Contract Organizations One innovative program available to Sacramento County

Published: June 07, 2018 108 pages Consolidated Report

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⚠️ 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 9 findings

CPSU has experienced, compassionate and dedicated staff whose priority is the welfare of the children they serve.

The current location of the CPSU is in a high crime neighborhood that places CPSU staff and traumatized youths in undue danger.

Since the enactment of SB 855 in 2014, no measurable progress has been made to find suitable options that address the unique treatment and placement needs of the expanded population of high risk children.

There is a lack of communication on spending priorities between senior management and the needs of the service providers.

CPS and DHHS are still focused on ineffective recruitment strategies rather than considering innovative approaches to gain more placement models for the expanded population it serves.

CPS personnel hired to recruit placement opportunities for children are unable to focus their efforts due to other job activities.

The Audit Committee is comprised of department heads. Other governments that have established audit committees have included decision-makers (elected officials) and members of the public to assist the Board and the Auditor in fulfilling oversight responsibilities. 24

The Internal Audit Unit, as well as the Department of Finance as a whole, are understaffed in IT Support. Maintaining transparency of operations to the public is difficult, if not impossible, without adequate IT support.

The Internal Auditor has infrequent, irregular input to the COMPASS Steering Committee.

Recommendations 9

R1

Acknowledge the social workers and supervisors of the CPSU for their outstanding service and dedication.
R2

Relocate the CPSU to a safer environment.
R3

Develop a plan and accelerated timeline to increase placement options for all children with immediate needs and children requiring Short Term Residential Treatment Centers. 9
R4

Senior management needs to improve transparency and open communication between county policy makers and service providers so that budget allocations better match the needs of Sacramento County foster children.
R5

Create an analytical model that compares cost effectiveness, resulting in the ability to pro-actively develop and implement alternative models.
R6

Determine the necessary hiring or utilization of existing staff to allow recruiters to focus exclusively on placement opportunities for children.
R7

Maintain and expand the Audit Committee to include one or two members of the Board of Supervisors. The Board should also consider appointing members of the Public to the Audit Committee
R8

Improve Information Technology support for the Internal Audit Unit and for the Department of Finance.
R9

The Auditor should be a permanent member of the COMPASS Steering Committee. 25