From to Clerk/Recorder Recorder/Clerk Courts Court - Clerk of Recorder To be eliminated Once changes have been

Recommendations 19

• R1

  Page 106
  Make purchases and improvements in a timely manner once the decision has been made to purchase and implement technology improvements. Response by Department Head: The Clerk-Recorder, while consulting with Data- Communications, will coordinate hardware and software purchases in the future so that delivery, installation and implementation will occur in a matter of days. Response by Board of Supervisors: The Board has directed the CAO to assist in facilitating project execution to ensure that this recommendation is implemented.
• R2

  Page 106
  Review and modify job descriptions to more accurately reflect the duties of personnel within this Department. Response by Department Head: The Surveyor and Deputy Clerk/Recorder job descriptions are currently separate and need to be combined into one. The Clerk/Recorder and Deputy Clerk/Recorder will consult with Personnel and the County Administrative Officer (CAO) to develop job descriptions that more accurately describe the positions and have those ready for review by September 15, 2001. June 25, 2002 2001-2002 Final Report 75 Response by Board of Supervisors: The Board has directed Administrative and Personnel staff to assist in reviewing any modified job descriptions to ensure duties are accurately described to contribute in implementing this recommendation. The Chief Deputy-Clerk-Recorder-Surveyor job description has been written and approved by the Amador County Board of Supervisors. 76 2001-2002 Final Report June 25, 2002 Mental Health Amador County Mental Health is a part of the County Health and Human Services Agency. Services provided by Mental Health include: • Outpatient psychotherapy at the clinic and at schools • Medication evaluations and monitoring • Support groups • Crisis evaluations for involuntary hospitalization • Inpatient hospitalization at five contracted hospitals (None located in Amador County) • Children's System of Care Services • Adult Day Rehabilitation for severely mentally ill
• R3

  Page 109
  Be sure a Mental Health worker follows the Call Out Routine when a law enforcement officer takes a person believed to be mentally ill into custody or to the emergency room. Response by Department Head: During its monthly meetings, the On-Call Team will discuss all cases shared with law enforcement and will address issues of timeliness and adequacy of response. Both the Team leader and the Mental Health Director will continue to instruct team members on appropriate call-out response. Response by Board of Supervisors: The Board agrees with the above response and supports efforts to increase communication. County Counsel completed training on October 25, 2001, for the Mental Health staff.
• R4

  Page 109
  Evaluate the need for a detoxification facility within Amador County but outside of the jail. Response by Department Head: The Mental Health Quality Assurance Committee that is composed of Mental Health workers, public members, law enforcement and hospital personnel have already begun the discussion of the need for a detoxification bed in the county. The public member of this committee has met with the Sutter Amador Hospital Administrator to further explore this need. This will be an ongoing discussion until its resolution. Response by Board of Supervisors: While the Board agrees with the above response, it is important to note that fiscal constraints may limit the ability to obtain such a facility.
• R5

  Page 105
  Identify a lead position with less direct public contact to accomplish the advanced research and archival needs of the office. Response by Department Head: Agree. The lead position is shown on the new organizational chart and awaiting final approval of the 2001-2002 budget by the Board. But until space needs are met there is no available space for another position. With the addition of another position it will free up the lead position to accomplish the advanced research and archival needs of the office. Response by Board of Supervisors: This recommendation has been implemented. The Board agrees with the above response and has authorized this position in the 2001-2002 FY Final Budget.
• R6

  Page 105
  Coordinate with Courts and Data Communications to address the volume of misdirected telephone calls or establish a clerical position in the Clerk-Recorder's office to direct phone calls and attend to other support functions. Response by Department Head: Data Communications and the Court Administrator have been consulted in this matter. The phone book listings will be changed as follows: FROM TO Clerk/Recorder Recorder/Clerk Courts Court - Clerk of Recorder To be eliminated Once changes have been submitted by Data Communications to the phone companies the operators will be notified and correct information will be given to the public. The changes will appear in the May 2002 directories. This in conjunction with hiring of a clerical person should alleviate the problem. The hiring of a clerical person is subject to available space and Board approval. Response by Board of Supervisors: The Board agrees with the above response. Staff has initiated the appropriate changes to minimize confusion and implement the recommendation.
• R7

  Page 105
  Review the existing organizational structure and adjust the organizational chart to more accurately reflect present conditions. Response by Department Head: The organizational chart has been adjusted to more accurately reflect present office structure. (See attached chart) Priorities must be set to alleviate space constraints prior to the addition of a clerical position. The organizational chart has been adjusted to reflect a clerical position but we are currently awaiting conclusion of the space needs situation and approval of the Board. 74 2001-2002 Final Report June 25, 2002 Response by Board of Supervisors: The Board has directed Administrative and Personnel staff to assist in implementation of this recommendation. The timeline for completion, however, is within the purview of the elected agency director. Elections Office The Elections Department is responsible for all election-related functions including voter registration, scheduling the training of precinct workers, maintenance of computerized records and administration of elections. Voting is done via an optical scan system, which has proven easy to use and has few problems. Procedures have become well documented and well practiced. The Amador County General Election of 2000 went smoothly and the management and staff of Elections is commended for developing and operating the current system. No response required. Surveying and Engineering Office Surveying and Engineering checks and reviews Records of Surveys, Parcel Maps, and Subdivision Maps for compliance with applicable laws, ordinances and established survey practices. The office also prepares and maintains master files of drawings, maps and specifications; does field and office work related to property and right-of-way boundaries; and provides assistance to the public, contractors, engineers, developers and various governmental representatives. The Deputy Clerk-Recorder functions as the County Surveyor.
• R8

  Page 110
  Obtain laptop computers for use by field-going workers. Response by Department Head: Budget constraints have not permitted the Mental Health Department to buy the needed computers at this time. Currently, one off-site worker uses a laptop to collect information, which is then downloaded into the clinic computer. It would be a boon to the off-site workers' efficiency for additional laptops to be purchased, and a request will be made for their purchase during the fiscal year 2002/03 if the budget allows. Response by Board of Supervisors: This recommendation will not be implemented. This option is not cost effective due to the current costs of laptop computers. The Board will, however, reevaluate this program in future budget cycles. June 25, 2002 2001-2002 Final Report 79 Amador County Jail/Sheriffs Department The 2000-2001 Grand Jury reviewed the Amador County Jail/Sheriff-Coroner as required by law pursuant to penal code section 919(b), and 921, and 925. The Amador County Office of the Sheriff-Coroner is responsible for the general law enforcement, crime prevention and suppression in the unincorporated areas of the county. Operation of the County's detention facility, jail, and the 911 Dispatch center are also included in the Sheriff's Office area of responsibility.
• R9

  Page 115
  Review current Business Office operating procedures to determine if they are consistent with the current Procedures Manual. Adopt appropriate changes and follow all procedures. Response by ACUSD: We are currently reviewing and revising business office procedures. The updating of our procedures is part of the agreement between the State and the district. The Director of Fiscal Services and the State's Fiscal Expert will be updating all business office procedures. We expect this to be complete
• R10

  Page 115
  Do not circumvent open purchase orders and strictly limit them monetarily. Response by ACUSD: See Recommendation #3
• R11

  Page 115
  Create an emergency purchase order process to reduce the necessity of reimbursements for credit card or cash purchases by staff members. Uniformly train business office, maintenance, transportation, and site staff in proper procedures for obtaining all types of purchase orders. Response by ACUSD: The Director of Fiscal Services and the Director of maintenance & Operations are working on streamlining emergency purchase order procedures. The business office and district staff will be trained on the procedure. We expect this to be complete
• R12

  Page 115
  Evaluate current mileage reimbursement costs. Consider the cost effectiveness of providing vehicles to personnel receiving regular reimbursements. 84 2001-2002 Final Report June 25, 2002 Response by ACUSD: The district will evaluate mileage reimbursement costs. The district has budgeted for all known mileage and will review mileage claims on an individual basis.
• R13

  Page 116
  Implement a fixed-asset tracking system to insure accountability for all equipment. A centralized receiving area should be responsible for maintaining the tracking system. Response by ACUSD: The district updated its fixed asset listing a few years ago, but has not kept it current. New legislation will compel the district to update its fixed asset list and to keep it current. This will be mandatory for districts our size in 2002- 03 school year.
• R14

  Page 116
  Do not use one-time monies to incur continuing expenses. Response by ACUSD: The district did not do this in 2000-01 and continues to have the philosophy of no on-going expenditures with one-time monies.
• R15

  Page 116
  Be sure managers and site administrators know how much money is in their respective budgets at the beginning of the fiscal year and that they receive monthly updates. Response by ACUSD: The business office will be sending sites their budgets on a monthly basis. Site administrators and program managers may request a budget at any time and the budget will be sent.
• R16

  Page 116
  Develop a more efficient method of assigning maintenance work tasks. This might include calling staff with work assignments for the next workday. Response by ACUSD: This recommendation has already been implemented. In a recent reorganization the School Board voted to create a Maintenance IV position. This person was promoted from a maintenance III position. One of his responsibilities is to assign work orders to the maintenance staff and help prioritize them.
• R17

  Page 116
  Expand the school day at the County Community School to six hours. Response by ACUSD: This recommendation has been discussed with Mick Founts, Assistant Superintendent, Alternative Programs/Court and Community School, San Joaquin County Office of Education. At this time, it is not his recommendation to increase the amount of time that students attend school in the County Community School program. His experience has been that students who have not been successful in the comprehensive school setting need a different program. Students in the Community School program are generally more successful on a shorter day, with short, concentrated classroom time. This question may be reviewed in the future should the Community School wish to expand offerings. June 25, 2002 2001-2002 Final Report 85
• R18

  Page 117
  Address the long-term substitute and other staff issues affecting County Community School staff stability. Consider using a teaching principal and a full-time teacher to adequately staff the facility without incurring significant additional expense. Response by ACUSD: A teacher with community school experience has been hired. The Superintendent has appointed a retired administrator to provide administrative oversight of the County Community School.
• R19

  Page 117
  Evaluate having one high school with two campuses to provide maximum academic and vocational opportunities for County students with less redundancy of programs, therefore less cost. Response by ACUSD: The issue of converting to one versus two high schools in Amador County is not something which should be decided based solely on this