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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
• 2009-2010
Planning and Public Works Committee Airport Safety and Facility Complaint 9-13
⚠️ 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 and Recommendations 13 findings
F1
Page 171
The airport does not generate enough revenues to be self sufficient.
No recommendations for this finding
F2
Page 171
Lampson Fields operating revenues are very low for an airport of this size and character.
No recommendations for this finding
F3
Page 171
There is no terminal facility for local or transient visitors on airport or private property.
Related Recommendations (2)
R3
Page 175
Have the Department of Public Works generate a map and include all streets the city will maintain. Define the areas within the city limits the city will not maintain. (F3,4) Agency/Department(s) Required to Respond: • City of Clearlake Manager via Clearlake City Council (90 days) Planning and Public Works Committee Planning and Public Works Committee Lake County Code Enforcement Complaint 9-10 Summary: Misconduct Complaint about Code Enforcement proves to be a dead-end. No formal complaint was filed with Code Enforcement and no record of a call was recorded. Background: A complaint filed with the Lake County Civil Grand Jury alleged misconduct by an unknown person at Code Enforcement. The complaint did not specify who, but suggested an unknown person at Code Enforcement told his landlord that Code Enforcement had received a call from the complainant. Methodology / Procedure: In conducting the investigation the committee reviewed all documentation provided by the complainant and interviewed the complainant under oath. The committee also interviewed the Code Enforcement Spokesperson and reviewed all documentation from Code Enforcement concerning the documentation of complaints and the privacy policy. Facts: • Complainant never filed a formal complaint with Code Enforcement. • Only calls making a formal complaint are logged and an officer assigned. • Formal complaints are kept on file for three years. • Anonymous complaint calls and calls requesting information are not recorded. • Information calls are directed to the proper department for clarification. • A spokesperson for Code Enforcement stated their policy on complainant privacy requires staff and officers not to reveal who filed the complaint. • Code Enforcement is responsible for responding to complaints of building and safety code violations from citizens that fill out a formal complaint. Planning and Public Works Committee • Complainant told Landlord that he called Code Enforcement. Findings: F1. There is no record of a phone conversation at Code Enforcement from the complainant. F2. Code Enforcement has no formal complaint on file from complainant. F3. The complainant did not provide evidence to substantiate further investigation into the allegations of misconduct. Recommendations:
R4
Page 182
Add to the Monthly Report to the Board of Directors a page showing YTD costs compared to YTD budget and a variance % for each account. Highlight any significant overages or underages and be prepared to explain. If not already established spread the annual budget by month for each account to allow the YTD comparison. (F3,F4)
F4
Page 171
The surrounding buildings that are within the fenced area of the airport are well utilized by fixed based operations (local businesses).
Related Recommendations (1)
R4
Page 182
Add to the Monthly Report to the Board of Directors a page showing YTD costs compared to YTD budget and a variance % for each account. Highlight any significant overages or underages and be prepared to explain. If not already established spread the annual budget by month for each account to allow the YTD comparison. (F3,F4)
F5
Page 171
The flight school at Lampson Field would see some benefit from the runway expansion to a B2 runway.
No recommendations for this finding
F6
Page 171
Economic development on airport property under county control will help the airport become self funded.
No recommendations for this finding
F7
Page 171
The development of a class B2 runway either east-west or north-south through the purchase of surrounding properties needs to be addressed. Planning and Public Works Committee
No recommendations for this finding
F8
Page 172
Pilots should have a major say in the development of the plan for runway expansion.
No recommendations for this finding
F9
Page 172
The current location of Lampson Field is economically sound and ideal for expansion.
No recommendations for this finding
F10
Page 172
Two other possible sites for airport expansion mentioned in the 1993 Master Plan are not economically viable in today’s economy.
No recommendations for this finding
F11
Page 172
While development of a primary site, more central to all of Lake County, might increase overall airport use, the current location serves the public well and the land surrounding it is compatible for expansion.
No recommendations for this finding
F12
Page 172
The county and the complainant both want a better airport with better facilities at the current location. Project priorities, location of facilities and funding sources differ in opinion.
Related Recommendations (2)
R1
Page 172
Determine the best solution for the B2 runway and include findings before adopting the new airport master plan. (F12, F13)
R2
Page 172
Consider updating the AWOS as the first priority. (F12, F13) Agency/Department(s) Required to Respond: • Planning and Public Works Department via Board of Supervisors (90 days) Planning and Public Works Committee City of Clearlake Complaint 10-19 Summary: The City of Clearlake is slow in cleaning up garbage and illegal refuse. Lack of mandatory garbage pick up adds to the blight in the city. Some dirt streets within the city limits that are not maintained by the city are a real health and safety issue. Background: A complaint filed against the City of Clearlake alleged the city was not enforcing civil health and safety codes. Seven specific allegations were listed. The information listed provided the basis for the investigation. Methodology / Procedure: The complainant was interviewed to insure the accuracy of the complaint. An interview was performed with a spokesperson for the City of Clearlake. A review of the civil codes listed were reviewed and addressed. Facts: • The City of Clearlake does not have mandatory garbage collection. The state has a mandate for mandatory pick up but the city has yet to meet this mandate. • The city feels that enforcing mandatory garbage pickup would add undue financial burden to residents that are already living below the poverty line and would create more problems than it would solve. • The City of Clearlake does not have any code enforcement officers. Code Enforcement is handled by the police department. • The City of Clearlake has one officer per one thousand residents. The state average is one officer per five hundred residents. • The city is attempting to enforce property maintenance standards. Residents still have due process rights which must be maintained. Planning and Public Works Committee • The number of public nuisance cases (code violations) has increased to over 1200 in 2009 up from 652 in 2006. This doubling of effort has been done while the number of enforcement officers has declined. • The city is inspecting rental units for code violations. Residents still have due process rights which must be observed. • The city is enforcing unsafe building violations. “Red Tags”. Residents still have due process rights which must be observed. • The number of buildings “Red tagged” has increased from 5 in 2006 to 50 in 2009. This increase was also realized while the number of enforcement officers has declined. • City streets are being maintained to the best of the city’s ability. Dirt streets that do not have historical maintenance by the city are not the responsibility of the city. • Dirt streets that are not maintained cause dust and erosion problems. • The city does not have any power to tell private street owners they must maintain their streets. • The City of Clearlake has over 110 miles of city maintained streets. • The city only has 4 employees to maintain 49 miles of dirt streets and 63 miles of paved streets. • The city does not generate enough revenue to sustain street repairs much less improve streets. • There is no map of streets historically maintained by the City of Clearlake. • There is no map of private streets within the City of Clearlake. • With limited resources the City of Clearlake is enforcing health and safety codes and maintaining streets. • The city is financially close to bankruptcy. Findings: F1. Without mandatory garbage pick up a lot of residents do not get rid of garbage and refuse. F2. The city limits are far too large of an area with too many miles of streets for the city to maintain. Planning and Public Works Committee F3. The streets the city became responsible for maintaining were never written down when the city charter was adopted. No map was ever developed to define which dirt streets the city would be responsible for maintaining. F4. With no maps of historically maintained streets street maintenance is not clearly defined. Recommendations:
F13
Page 172
The difference between the expansion of the existing east-west runway to a Class B2 and the creation of a north-south Class B2 runway should be reviewed by professionals in airport construction. A recommendation for the best choice should be made.
Related Recommendations (2)
R1
Page 172
Determine the best solution for the B2 runway and include findings before adopting the new airport master plan. (F12, F13)
R2
Page 172
Consider updating the AWOS as the first priority. (F12, F13) Agency/Department(s) Required to Respond: • Planning and Public Works Department via Board of Supervisors (90 days) Planning and Public Works Committee City of Clearlake Complaint 10-19 Summary: The City of Clearlake is slow in cleaning up garbage and illegal refuse. Lack of mandatory garbage pick up adds to the blight in the city. Some dirt streets within the city limits that are not maintained by the city are a real health and safety issue. Background: A complaint filed against the City of Clearlake alleged the city was not enforcing civil health and safety codes. Seven specific allegations were listed. The information listed provided the basis for the investigation. Methodology / Procedure: The complainant was interviewed to insure the accuracy of the complaint. An interview was performed with a spokesperson for the City of Clearlake. A review of the civil codes listed were reviewed and addressed. Facts: • The City of Clearlake does not have mandatory garbage collection. The state has a mandate for mandatory pick up but the city has yet to meet this mandate. • The city feels that enforcing mandatory garbage pickup would add undue financial burden to residents that are already living below the poverty line and would create more problems than it would solve. • The City of Clearlake does not have any code enforcement officers. Code Enforcement is handled by the police department. • The City of Clearlake has one officer per one thousand residents. The state average is one officer per five hundred residents. • The city is attempting to enforce property maintenance standards. Residents still have due process rights which must be maintained. Planning and Public Works Committee • The number of public nuisance cases (code violations) has increased to over 1200 in 2009 up from 652 in 2006. This doubling of effort has been done while the number of enforcement officers has declined. • The city is inspecting rental units for code violations. Residents still have due process rights which must be observed. • The city is enforcing unsafe building violations. “Red Tags”. Residents still have due process rights which must be observed. • The number of buildings “Red tagged” has increased from 5 in 2006 to 50 in 2009. This increase was also realized while the number of enforcement officers has declined. • City streets are being maintained to the best of the city’s ability. Dirt streets that do not have historical maintenance by the city are not the responsibility of the city. • Dirt streets that are not maintained cause dust and erosion problems. • The city does not have any power to tell private street owners they must maintain their streets. • The City of Clearlake has over 110 miles of city maintained streets. • The city only has 4 employees to maintain 49 miles of dirt streets and 63 miles of paved streets. • The city does not generate enough revenue to sustain street repairs much less improve streets. • There is no map of streets historically maintained by the City of Clearlake. • There is no map of private streets within the City of Clearlake. • With limited resources the City of Clearlake is enforcing health and safety codes and maintaining streets. • The city is financially close to bankruptcy. Findings: F1. Without mandatory garbage pick up a lot of residents do not get rid of garbage and refuse. F2. The city limits are far too large of an area with too many miles of streets for the city to maintain. Planning and Public Works Committee F3. The streets the city became responsible for maintaining were never written down when the city charter was adopted. No map was ever developed to define which dirt streets the city would be responsible for maintaining. F4. With no maps of historically maintained streets street maintenance is not clearly defined. Recommendations:
Additional Recommendations 3
These recommendations are not explicitly linked to specific findings.
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R5Page 182Contract with a Certified Public Accountant and do an audit so that the LCVCD Board of Directors gets an audit report that does determine and express an opinion on the District’s compliance with laws, regulations,
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R6Page 174Reviewed LCVCD financial statements.
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R7Page 174Examined petty cash receipts and observed a cash count of petty cash. Note: The bookkeeping and petty cash review was done with help from the Grand Jury Budget and Finance Committee. Facts: • The primary reason for the assessment ballot was that LCVCD annual revenues were declining. The LCVCD Board of Directors and the District Manager agreed it was necessary in order to maintain current programs, improve public safety, and move forward on capital improvements. • The Assessment Ballot was done with the cooperation of the office of the Registrar of Voters. • State revenue is being diverted away from Special Districts to other funds and agencies. The ERAF (Education Revenue Augmentation Fund) and Redevelopment Agencies (Lake County, Lakeport, and Highlands) are four such diversions. • Property tax money is received in December and April. Those revenues have declined with declining property values. • Some money is received from Federal and State grants. • The format of the financial report given to the Board of Directors (BOD) monthly is not conducive to proper fiscal management. The report does not include important fiscal information. • The report does show expenses to date and unextended. Salaries and benefits are 17% over budget YTD as of 8/31/2009. Services and Supplies are 9% over budget YTD as of 8/31/2009. • Petty cash on hand was at the authorized amount of $250.00. • Petty cash is reconciled on a monthly basis • Petty cash is under lock and key with proper security. • The current auditor used by the District: Planning and Public Works Committee a. Does not determine nor express an opinion on the districts compliance with laws, regulations, contracts and grants. b. Does not provide assurance on the internal control over financial reporting. c. Misstated the justification of a vehicle purchase for travel to attend conferences, while the correct primary justification is to have a vehicle that is clean of pesticides to take materials to public education sessions. • The LCVCD Policy and Procedures manuals are not up to date. • The District Manager is developing and updating the manual of administrative policies and procedures and will be submitting it to the Board of Directors for approval in 2010. • The laboratory building is at the end of its usable life cycle. • The laboratory building is not Americans for Disabilities Act compliant. • The Board of Directors and the District Manager have a good working relationship. At the Board of Directors meeting our committee attended, the District Manager read a report that was a review of the past months field reports and gave and update on the budget. • The District Manager has had little formal Bookkeeping training. • There is no written Strategic Plan.