Sonoma County Grand Jury
• 2013-2014
“The Train Has Left the Station” Five Years Later – The Outlook for Smart
⚠️ 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
The completion of Phase 1 in late 2016 will not satisfy what was promised to voters in 2008.
No recommendations for this finding
F2
The current two-year delay in service caused by construction shortfalls represents a 10-percent loss in value generated by 20 years of sales tax revenue.
No recommendations for this finding
F3
The Sonoma County Civil Grand Jury’s financial analysis indicates that SMART faces potential funding challenges to complete the 73-mile project.
No recommendations for this finding
F4
The Sonoma County Civil Grand Jury’s financial analysis raises concerns with the forecasting assumptions and contingencies used to project future revenues generated by the 1/4-cent sales tax.
Related Recommendations (1)
R2
SMART engage the services of an independent economist to provide a forecast of the revenue to be generated by the 1/4-cent sales tax. 20
F5
Operating plans and finances are dependent on sales tax revenues, and any shortfall could have serious consequences.
Related Recommendations (2)
R3
The 2014 Strategic Plan Update provide a forecast of operating and maintenance costs associated with the future operation of the system.
R4
SMART provide an annual update to long-term financial forecasts which includes notification to the public of any risks associated with uncontrollable factors such as economic fluctuations and the potential consequences of such risks in its “Comprehensive Annual Report.”
F6
While its name suggests that it performs a public oversight function, the Citizen’s Oversight Committee has not provided broad oversight; its actual contributions to the SMART project have been confined to the mandated role of overseeing the Strategic Plan.
Related Recommendations (1)
R7
Management issue a quarterly status report addressing the development, operations, and financial matters currently facing SMART, which could be provided in conjunction with the regular General Manager’s reports to the Board of Directors.
F7
SMART management has demonstrated resourcefulness throughout the construction phase and a prudent control of finances, but competent management is no substitute for effective Board governance.
No recommendations for this finding
F8
The members of the Board of Directors have heavy time commitments, resulting in a lack of sufficient attention for SMART and an absence of the effective oversight voters expected when Measure Q was adopted.
No recommendations for this finding
F9
Although an economic crisis began in 2007, SMART failed to inform voters in the November 2008 election of the resulting risks to the revenue projections contained in the Measure Q Expenditure Plan.
Related Recommendations (1)
R1
The 2014 Strategic Plan Update include a comparison between the original financial plans in the Measure Q Expenditure Plan and the current outlook in the Updated Strategic Plan.
F10
The Board of Directors failed to mitigate the serious impact of the economic downturn and of the land-use environmental approvals process.
No recommendations for this finding
F11
The Board of Directors would operate more efficiently and effectively if it were using the standing committees defined in the SMART Administrative Code.
Related Recommendations (1)
R6
The Board of Directors utilize standing and advisory committees to more effectively fulfill its obligation to provide comprehensive oversight on major policy issues.
F12
The lack of station parking, road-crossing disruptions, and failure to connect directly with the Larkspur ferry terminal will create serious logistical difficulties.
Related Recommendations (1)
R5
SMART appoint a Citizen’s Advisory Committee to investigate and report on concerns regarding scheduling, fares, pedestrian/bicycle pathways, connecting services and safety.
F13
Once construction has been completed, public safety needs to become the highest priority.
Related Recommendations (1)
R8
The Board of Directors create an ad hoc Safety Committee to provide conscientious oversight of the system’s safety policies and elevate the overall importance of safety.