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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.
⚠️ 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 5 findings
F1
Page 42
The number of applications for public benefits administered by Health & Human Services has increased.
F2
Page 42
Human Services Division staffing levels are insufficient to handle the increase in applications, denials, and requests for hearing.
F3
Page 42
Current software, California Statewide Automated Welfare System, is not fully capable of determining actual overpayments or losses due to its inability to accurately identify violators.
F4
Page 42
There is an increase in EBT fraudulent activity which requires new
F5
Page 42
Revenue Services is not fully able to recover all known or potential overpayments with existing procedures and ineffective software.
Recommendations 7
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R1Page 42Health & Human Services should direct staff from the Human Services Division to develop a plan increasing staffing within the Program Integrity Unit
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R2Page 42Health & Human Services should coordinate with California Department of Social Services to re-evaluate the current software California Statewide Automated Welfare System to improve the identification of overpayments and the exact amounts needing to be collected by December 31, 2025. This may require identifying or determining if a new software system would be more beneficial. Response should address proposed timeline for implementation.
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R3Page 42Health & Human Services should conduct a cost analysis of the Revenue efficient than maintaining collection efforts within Health & Human Services for better oversight and continuity by December 31, 2025. Response should address proposed timeline for implementation. 34 -2025 Final Report
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R20-21Page 54$ 479,796 2 $ 239,898 $ 79,966
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R21-22Page 54$ 488,008 11 $ 44,364 $ 14,788
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R22-23Page 54$ 502,648 14 $ 35,903 $ 11,968
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R23-24Page 54$ 517,727 3 $ 172,576 $ 57,525 24-25* $ 189,315 1 $ 189,315 $ 63,105 * 24/25 is for July 1 - October 31, 2024. Annual contract prorated for 4 months # Cost/Booking/Day assumes a 3-day jail time - i.e. booked on Friday The data provided shows the excessive cost of the contract and monies paid explicitly for law enforcement officers should be used to fund PCSO officers, not those of Nevada County. Funding PLACER COUNTY SHERIFF'S OFFICE BUDGET Total Fiscal Total Allocated Allocated Allocated Allocated Total Year Allocated Personnel Sworn Correctional Professional Allocated YOY Staff Budget Budget* Officers Officers Staff Staff Change % 20/21 $154,946,022 $108,590,122 271 133 173 577 21/22 $161,101,835 $114,310,688 272 137 172 581 0.69% 22/23 $169,048,811 $115,738,004 281 137 166 584 0.52% 23/24 $177,120,783 $130,406,654 289 138 167 594 1.71% 24/25 $193,545,975 $135,794,293 294 134 167 595 0.17% *Allocated personnel budget includes benefits & overtime PCGJ was informed allocated positions do not align with funded and filled positions. Some allocated positions are not funded and there are some which are funded but not filled. PCSO also provided the number of new hires and the number of those exiting positions for the past five years for each category of staff. 46