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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.

Lake County Grand Jury • 2015-2016

Qualifications for Grand Jurors Prospective Grand Jurors must possess the following qualifications

Published: June 30, 2016 12 pages
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Findings and Recommendations 17 findings

F1 Page 22
Instability in the OES is evident in the turnover in management and rotation between departments since 1995.
No recommendations for this finding
F2 Page 22
Confusion existed about the identity, staffing and operations of an EOC.
Related Recommendations (1)
R4
Page 24
Define and promote the nature and works of the OES, the Disaster Council and the OAW to effected agencies and the public. (F2, F4, F5, F7, F11)
F3 Page 22
Confusion existed about the use of the EOP.
Related Recommendations (5)
R1
Page 23
Create an up-to-date County EOP and post it on the County information website and the Sheriff’s Department website. (F3, F8)
R2
Page 23
Conduct an orientation to the updated EOP for the community disaster support and preparedness agencies. (F3, F4, F5, F11)
R3
Page 24
Reinstate and populate the OES webpages with all relevant information. (F3, F7)
R5
Page 24
Include representatives from all County agencies involved in providing emergency services and post disaster services, in updating the EOP. (F3, F4, F7, F8)
R10
Page 24
Develop outreach literature and associated training for community groups eligible to participate in emergency preparedness. (F3, F4, F5, F7)
F4 Page 22
Confusion existed among responders about the role of the OES.
Related Recommendations (4)
R2
Page 23
Conduct an orientation to the updated EOP for the community disaster support and preparedness agencies. (F3, F4, F5, F11)
R4
Page 24
Define and promote the nature and works of the OES, the Disaster Council and the OAW to effected agencies and the public. (F2, F4, F5, F7, F11)
R5
Page 24
Include representatives from all County agencies involved in providing emergency services and post disaster services, in updating the EOP. (F3, F4, F7, F8)
R10
Page 24
Develop outreach literature and associated training for community groups eligible to participate in emergency preparedness. (F3, F4, F5, F7)
F5 Page 22
The local community and County employees had not received adequate training in how to proceed in an emergency.
Related Recommendations (5)
R2
Page 23
Conduct an orientation to the updated EOP for the community disaster support and preparedness agencies. (F3, F4, F5, F11)
R4
Page 24
Define and promote the nature and works of the OES, the Disaster Council and the OAW to effected agencies and the public. (F2, F4, F5, F7, F11)
R8
Page 24
Establish a dedicated EOC with all necessary equipment on hand and with a clear set of instructions, contact numbers, expected duties and responsibilities for the responders. (F5, F7)
R9
Page 24
Produce a procedural manual and conduct periodic trainings about activation processes and staffing of the EOC. (F5, F7)
R10
Page 24
Develop outreach literature and associated training for community groups eligible to participate in emergency preparedness. (F3, F4, F5, F7)
F6 Page 22
A Strategic Plan for the OES was submitted in 2014 but not fully implemented.
Related Recommendations (1)
R12
Page 24
Update and maintain the 2014 OES Strategic Plan (F6)
F7 Page 22
Disaster workers who reported to the EOC at the time of the Valley Fire were uncertain of their responsibilities.
Related Recommendations (6)
R3
Page 24
Reinstate and populate the OES webpages with all relevant information. (F3, F7)
R4
Page 24
Define and promote the nature and works of the OES, the Disaster Council and the OAW to effected agencies and the public. (F2, F4, F5, F7, F11)
R5
Page 24
Include representatives from all County agencies involved in providing emergency services and post disaster services, in updating the EOP. (F3, F4, F7, F8)
R8
Page 24
Establish a dedicated EOC with all necessary equipment on hand and with a clear set of instructions, contact numbers, expected duties and responsibilities for the responders. (F5, F7)
R9
Page 24
Produce a procedural manual and conduct periodic trainings about activation processes and staffing of the EOC. (F5, F7)
R10
Page 24
Develop outreach literature and associated training for community groups eligible to participate in emergency preparedness. (F3, F4, F5, F7)
F8 Page 22
The County EOP contained outdated information and was removed from the County’s OES webpage during a critical emergency.
Related Recommendations (2)
R1
Page 23
Create an up-to-date County EOP and post it on the County information website and the Sheriff’s Department website. (F3, F8)
R5
Page 24
Include representatives from all County agencies involved in providing emergency services and post disaster services, in updating the EOP. (F3, F4, F7, F8)
F9 Page 22
The OES manager position appeared to be formerly underpaid as evidenced by a 20% salary increase with no additional duties or responsibilities for the next OES Manager.
No recommendations for this finding
F10 Page 22
Supervision of the OES manager was inconsistent.
No recommendations for this finding
F11 Page 23
Duties and responsibilities of the OES, the OAW, the Disaster Council and the Sheriff’s Department were unclear in terms of the separation of their roles before and during emergencies.
Related Recommendations (2)
R2
Page 23
Conduct an orientation to the updated EOP for the community disaster support and preparedness agencies. (F3, F4, F5, F11)
R4
Page 24
Define and promote the nature and works of the OES, the Disaster Council and the OAW to effected agencies and the public. (F2, F4, F5, F7, F11)
F12 Page 23
The Disaster Council was in violation of its bylaws by not holding quarterly meetings announced to the public, or submitting an annual report and strategic plan to the BOS.
Related Recommendations (2)
R6
Page 24
Submit Disaster Council annual reports and a Strategic Plan to the BOS as per their bylaws. (F12)
R7
Page 24
Convene quarterly meetings of The Disaster Council and announce them to the public. (F12)
F13 Page 23
A full-time manager of the OES with adequate support staff was needed to handle the responsibilities of that office.
No recommendations for this finding
F14 Page 23
One of the job duties of an OES Manager is to obtain grant monies for disaster preparedness and as such has a legitimate need to have a voice in deciding how those monies are spent.
Related Recommendations (1)
R11
Page 24
Include the OES Manager as a primary decision maker in the allocation of grant monies. (F14)
F15 Page 23
Advantages of having the OES under the Sheriff’s office are that the Sheriff’s Department is routinely involved in emergencies. In addition, several of the employees of the office have completed certification in disaster preparedness. A potential disadvantage is that the Sheriff’s Office has a great number of responsibilities of its own. Additionally, as an elected official, the position of Sheriff is subject to change every four years.
No recommendations for this finding
F16 Page 23
An advantage of having the OES report to the County Administrative Officer (CAO) is that this office is policy-driven versus operations-driven, thus facilitating the coordination functions that the office must perform. A potential disadvantage is that the job description of the CAO does not currently require the incumbent to have any expertise in OES functions. Additionally, as an at-will hire, the CAO can be terminated or leave that position at any time without notice.
No recommendations for this finding
F17 Page 23
Advantages of having the OES exist as an independent agency with adequate support staff, are that federal preparedness grants exist to support such an agency; County coordination of disaster response duties represents a full-time activity; and an independent agency would allow full-time focus on those critical activities.
Related Recommendations (1)
R13
Page 24
Establish the Lake County OES as an independent agency that works closely with the Disaster Council and the Operations Area Workgroup. (F17) Request for Responses • Lake County Sheriff’s Office (60 days) • Board of Supervisors (90 days) • County Administrative Officer (courtesy request)